Imagine each individual neuron had its own moral agency…
What should such a neuron do?
Assemble several billion neurons into a human brain, and you can get surprising intelligence, but individual neurons are not very smart by themselves. They can’t guard against making mental errors merely by comparing their opinions to those of others because they don’t even have enough intelligence to conceive the opinions that ought to be formed. For example, individual neurons cannot form an opinion about whether they should participate in a brain because they cannot conceive of a brain. Most importantly, since individual neurons aren’t smart enough to design a brain, they can’t individually know how to participate in one.
Despite the apparent paradox, many individual neurons do form into brains. Inspired by that example, I teamed up with mathematician Bennette Harris to explore the possibility that we can take some intelligent steps towards forming into something better than ourselves. Specifically, we investigated the application of mathematics to choose between possible ways to form teams (e.g. what is the optimal team size and what is the optimal way to decide which individuals go on which teams).
We titled our analysis Varieties of Elitism because we realized that any such endeavor would inevitably be labelled “elitist,” yet each way of organizing society (including the status quo) is some variety of elitism. Our goal was to add mathematical rigor to the way we define varieties of elitism, so we can consider them objectively, rather than get mired in name-calling.
We have yet to produce a mathematical proof that any particular form of elitism is optimal or superior to others, but we did produce open source software that anyone can use to simulate various forms of elitism and compare their average performance. It doesn’t tell you whom to marry, but it does open a research field. The results thus far support some general conclusions:
Optimal team size depends upon the number of interdependent roles and the degree of inequality among individuals.
Majority-rules forms of democracy do not perform as well on average as forms that permit the most qualified minorities to control decisions (e.g. sociocracy, futarchy, evidence-based decision-making).
On average, measures of vulnerability (e.g. SAT, ACT, or GPA) aren’t much better for organizing society than chance. Such measures are blind to the talents of savants who have both great ability and great vulnerability.
Gains from diversification using an instrument like the GRIN-SQ are robust against imperfections in the instrument and would raise average performance by about 400%. That means the GRIN-SQ can’t be much better or worse than its major competitors for this purpose.
Of all the varieties we considered, the best-performing variety of elitism favors savants but relies on accurate measures of specific abilities. The first company to perfect and use such measures would outperform competitors by 700%+. A society that blocked such development would sacrifice a potential doubling of progress even for its average least-privileged members.
Instruments which categorize people into types are typically accompanied by advice about how to use them to select mates and employment. This article discusses such implications of evidence supporting the GRIN self-quiz.
Marriage and employment are related because, as one college textbook says,
“A government program that seeks to improve relationships would probably do better to fund effective training for better jobs or to increase the minimum wage than to try to teach people to respect marriage.”
Rowland S Miller. Intimate Relationships. 7th Edition (2015), page 62.
This passage of the textbook specifically criticizes application of moral education to address especially poor marital and divorce rates among African Americans. The author points out that African Americans already value marriage, but face greater economic pressure on average, and cites evidence that few people (African American or not) marry or stay married to someone with financial problems.
The currently leading theory to predict who will marry and who will divorce is called “interdependence theory” and essentially describes an economic negotiation. You can expect to keep your spouse if the value he/she gets from your marriage less the cost of being in it is greater than the value-less-cost available in alternative relationships. This implies that staying married is like holding down a job: perform or be fired!
My government legally defines marriage as an economic contract, but this article will instead use the term “marriage” to refer to something that existed long before law or contracts: the fundamental unit of interdependence. Even before law or contract, this unit was a unit of employment. Back then, all businesses were family businesses, and marriage was one of three ways to join a business—the other ways were to be adopted or born into the family.
While African Americans may be especially hard hit, problems with marriage today are broad. People are waiting longer to get married, getting divorced more often, and more are never marrying at all. In 2012, 41% of babies were born out of wedlock (eight times the percentage fifty years earlier). We have hit the point at which over half of all adults are now unmarried. This article will argue that these trends stem from shifts in business practices, rather than from shifts in family values.
Economic Interdependence vs Evolved Interdependence
“Interdependence theory” is an unfortunate choice of name because it equates all interdependence with economic interdependence. Actually, economic interdependence is far weaker than the evolved interdependence we observe between, for example, the parts of a body.
If one member of a choir, team, family or business is lost, a replacement is needed to fill his/her role as bass, keeper (goalie), mother or manager (etc.). That necessity reflects an evolved interdependence like the interdependence between parts of a body; it is not some economic bargain one can intelligently renegotiate. However, this kind of interdependence does not bind the choir, team, family or business to any particular individual. Only economic interdependence—the fear that no better bass, keeper, mother or manager can be obtained—gives negotiating power to specific individuals.
To confuse the two kinds of interdependence creates a “moral relativism” debate. The goodness of an economic interdependence is relative to specific people—is the marriage good for these particular spouses? In contrast, the goodness of an evolved interdependence is universal—is the marriage a good pattern for arbitrary others to imitate? If we think economic interdependence is the only kind of interdependence there is, then morality will seem relative.
My own wedding vows prioritized evolved interdependence over economic interdependence: “I choose you as God’s perfect wife for me,” I said, “accepting on faith that I shall never stop learning to appreciate the amazing gift our perfect creator made you to be.” In other words, I expect to underestimate the value of my marriage, and therefore to be unqualified to negotiate a better economic deal. The article will discuss evidence in support of that hypothesis, but also that the pattern of marriage good for imitation is not mere coupling…
This article is not about economic interdependence nor any particular marriage; it is about evolved interdependence. It is about the ultimate nature of marriage. Thus, I can support whatever marital choices my children happen to make, and still seriously acknowledge the evidence discussed here. I can love my children with blatant favoritism, yet acknowledge that universally correct laws don’t necessarily favor my children nor their perspectives on marriage.
What the GRIN Model Implies
The GRIN model tells us that each society’s success depends upon its rate of learning and that societies learn fastest when their members specialize in different aspects of learning: Gadflies specialize in producing new ideas, negotiators specialize in objectively selecting among ideas, and institutional evaluators specialize in preserving selected ideas. These three specializations are like stages in a digestive track (processing innovation instead of food).
Relational evaluators are needed because new ideas typically emerge half-baked and would get rejected by good negotiators unless incubated by people who select ideas subjectively (e.g. “through the eyes of love”). One could think of relational evaluators as a buffer between gadflies and negotiators, but subjective evaluation really connect all kinds of people, like a skeleton or circulatory system connects all other parts of a body.
The first thing this model tells us about marriage is that the basic unit of interdependence increases our collective intelligence. Thus, laws which set up each individual to decide for him/herself whom to marry and when (and if/when to divorce) are vesting power in the less-intelligent entity. At the heart of the decline in marriage are laws which give more individuals the option to avoid interdependence (to avoid marriage and to reduce interdependence in employment); these laws essentially enable societies to reduce their intelligence.
Is it possible to have a right to reduce one’s intelligence? The question poses a paradox because we do not count a behavior as freely chosen unless it is selected with sufficient intelligence. Interdependence theory may be correct that individuals get married and divorced based on their own personal economic judgments, but evidence for the GRIN model suggests that individuals are poorly-equipped to make such judgments accurately. It is a provocative possibility.
The second implication of the GRIN model is that the evolved fundamental unit of interdependence requires a lot more than just two adults. Just like (divine) evolution designed bodies to involve cells of each type, it designed families to involve adults of each type. Can you imagine cells trying to live as mere pairs…one skin cell and one neuron setting-out to grow old together? Cells need to have pairwise relationships, but those relationships must be part of an entire network.
Marriage will likewise fail to facilitate evolved interdependence if it is mere coupling. If all children go separate ways upon reaching adulthood, such that marriage is ultimately just two adults, then the value of marriage reduces to its non-interdependence aspects. Marriage adds little to the raising of children if parents have sufficient community support. Neither is marriage necessary for sex or companionship. It is no wonder marriage rates decline as the extended family falls apart.
One might hope to find evolved interdependence via employment instead of marriage, but modern corporations do not preserve the function of relational evaluators, which is to maintain a non-centralized network by forming small numbers of emotional attachments. For example, a relational evaluator might bond with a mother, a father, a brother, a sister, a spouse, a son and a daughter. Collectively, relational evaluators can thus divide billions of people into many relatively small families with somewhat divergent priorities. Modern corporations deny relational employees this power, instead enabling central leaders to set priorities for all employees, and that makes modern corporations fragile against challenges that require leaps of faith.
The last few centuries of social engineering separated marriage from employment, leaving social collaboration to be grounded at two new group sizes: couples and corporations. It is provocative to consider that neither of these new grounds might be viable for the long-term.
The third major implication of the GRIN model concerns matchmaking. Most models that divide people into types paint a picture in which each person has a roughly equal set of types with whom to mate. In contrast, the GRIN model tells us that naturally relational people match with anyone, but gadflies (which correlate strongly with psychopathy) cannot effectively link to interdependence through any other type—not even through another gadfly.
If marriage were just about coupling, then institutional evaluators might seem to be the second most flexible, since they could link to interdependence through any type but gadfly. However, only a marriage that includes a relational evaluator can accommodate a gadfly child, so relational evaluators are the best matches even for institutional evaluators. Is it possible that marriage is not a symmetric responsibility shared equally by all, but rather is the function of one type of person who bonds the rest together?
Again, the possibility is provocative: The prospect of assigning employees to form emotional attachments to specific other employees raises concerns about abuse. Arranged marriage and family business may be less prevalent today precisely because of damage caused by spousal abuse and familial abuse. We need to measure the value of interdependence to make sure it really is worth this risk.
Ideal Family Size
Negotiators are supposed to take control, and thus horde resources; that benefits society by allowing resources to mobilize, but it won’t feel supportive to a spouse. Gadflies and institutional evaluators are supposed to create the threat of guilt and shame; again, that benefits society, but it won’t feel supportive. Relational evaluators are the only ones who can honestly offer relationships that feel supportive to the other person. Such relationships would be asymmetric to other GRIN-types, so we will represent them here by arrows (pointing at relational evaluators).
For GRIN dynamics to work robustly, the organization of the social body must satisfy several criteria:
Each evaluator has at least one symmetric or supporting relationship (i.e. without an arrow head pointing at him/her).
Each evaluator is connected to an institutional evaluator either directly or through a relatively short chain of relational evaluators.
Each gadfly has a relationship with a relational evaluator who has a relationship with a negotiator.
No two gadflies compete over any given relational evaluator.
All of these criteria remain satisfied even if any single evaluator is removed.
Each evaluator must be replaceable without creating too many expensive relationships (i.e. no evaluator can have too many arrows ending at him/her).
These criteria create a puzzle. In order to satisfy #5, an organization must include at least two evaluators of each type. In order to satisfy #3, #4 and #5 together, there must be at least two relational evaluators per gadfly. This gives us a minimum of ten adult evaluators. The following example would be one solution, assuming #2 is satisfied with chains of length two, and #6 is satisfied if a maximum of three arrows point to any evaluator:
Evaluators are allowed to have relationships beyond those pictured in the org chart (for example, one might expect additional relationships between negotiators and institutional evaluators); organizational charts show only the essential relationships necessary to satisfy the criteria. On the other hand, the localization this geometry achieves would be undermined if too many evaluators became too influenced through a central authority such as Wikipedia or a large-scale vote. High-quality relationships must take priority. Any of the connections in this chart could be marriage, but any could also be adoption, sibling relationship, etc. In the solution above, institutional evaluators are the only individuals who could marry into the network through the creation of a single supporting relationship. The other three types would need polygamy, incest, or adoption by in-laws.
There is a less expensive way to join the network. The example solution is composed of two identical configurations, one on the left and the other on the right. Shifting such a configuration as a whole from one network to another, or to another location in the same network, would not require any individual evaluator to take responsibility for more than one new supporting relationship.
We will call any such configuration a “family.” Monogamy makes more sense if limited to relationships that bridge families, since relationship between families does not require any individual to manage more than one (new) emotional attachment. The suggestion that one should be emotionally attached to no more than one parent, sibling or child makes less sense. Polygamy would then be unnecessary so long as each family maintains sufficiently many of these internal emotional attachments.
To grow a new family, one would start by adding its mature relational evaluators into an existing network. The mature relational evaluators might be called the “parents” or “teachers”, but the entire surrounding network invests in the new family; authority to judge and discipline would go to negotiators and institutional evaluators. One would add or develop a full generation of five non-parents (lower-case in the figure) attached to the parents as below:
The size of a family in reproduction would be at least seven: two parents and five non-parents. Once complete and mature (which might be faster if assembling a family from polygamous adults or machines), the family can be transplanted as a productive unit. If the original relational adults are teachers, then they are the kind who emotionally attach with their students, and move with them into the real world when they graduate. The relational students/non-parents may position themselves as back-ups for their teachers/parents or could split-off individually (or with any extra siblings) to build other new families.
Another example shows that increasing the family size from five adults to six (and nine total evaluators at reproduction) allows a situation in which the loss of any individual evaluator can be repaired without creating more than two supporting relationships (criteria #3 entails that no configuration can do better):
In this example, the three relational adults in each family connect with other families at three points, so the loops/chains formed by families of this type can assemble into mesh as in the organizational chart at the top of this article (offering the possibility of emergent higher-intelligence as in cellular automata). Each loop of twelve or more evaluators (eighteen in the hexagonal mesh) might be called a “super-family” because it can relocate without any new asymmetric bonding at all. Larger mesh may be necessary to develop solutions to larger challenges like climate change, pandemic, and nuclear war.
All of these examples rest in the assumption that a social architect is able to identify each evaluator’s type and assign his/her position in the network. Historically, that has not always been the case, but that’s less of a problem because early stages of differentiation are generally accompanied by hermaphroditism; GRIN-hermaphrodites would be evaluators who change GRIN-type like stem-cells change cell-type. Substituting GRIN-hermaphrodites for specialized evaluators makes any solution more robust against failure to control assignment, but the same arguments about family size and structure hold.
If population frequencies evolved to match the models above, 40%-50% of people would be naturally relational (or GRIN-hermaphrodite) and organizing adults into mere couples would leave 50%-60% of all adults feeling unsupported. That would produce envy. Like people who engage in diet and exercise to achieve the body shape of someone who came by the desired body shape without so much effort, people who are not naturally relational would find their mates attempting to transform them against their nature using complaints, threats, bribes, manipulation, religion, counseling, and self-help books (etc.)…
Meanwhile, naturally relational employees would be challenged by life-work balance. They instinctively invest in each of their emotional attachments as though participating in GRIN-dynamic, but the more emotional energy they waste on home-families that have become too small to manifest evolved interdependence, the less they can invest to support real interdependence. The result for society would be equivalent to scarcity of relational evaluators: No matter how many gadflies it hired, the average business would experience the fragility of dogmatism.
An effective solution requires substantial family size, but current business practice is to hire and relocate individuals. That makes it difficult to maintain larger families. Perhaps one adult can sacrifice his/her current employment to follow a spouse (or other family member) to a new location, but it would be unreasonable to expect four adults to change jobs for the sake of a fifth.
It would be easier if businesses hired entire families—like consulting teams—instead of hiring individuals. Assuming businesses seek to manifest evolved interdependence themselves, hiring and relocating entire families of five or six adults would be more efficient for them too.
One major obstacle businesses would face in hiring families would be determining who pays the costs of reproduction. Reproduction can be a long-term investment; families are not very useful until mature and attached. It would be unfair if company A were to hire a newly mature family raised by company B before B could recoup its investment. Perhaps reproduction could be subsidized through taxes collected from the entire society.
It has been said that marriage takes hard work; the GRIN-model implies that this work is harder for some people than for others. It implies that emotional attachment is an evolved feature of humanity and that its function is not merely to make us feel good nor is it limited to reproductive purposes—its function is to increase our collective intelligence. Emotional attachments with difficult people are important in fulfilling this function, so optimizing marriage is expensive and deserves planning and protection.
That’s a tough pill to swallow for a society built around the expectation that love is natural or magical and not a subject for science and engineering. When everyone is expecting to have two kids, it’s tough to suggest that most of us should never be parents (i.e. provide emotional attachment), and that the rest should raise at least five or six children. Especially when so many people consider their families dysfunctional, it’s tough to suggest that siblings should apply for employment as a team rather than as independent agents.
Show a GRIN org chart to a modern business manager, and she is likely to say, “That’s too complicated. Even if it happens to be correct, you won’t see me implementing anything like that!” Many people have never bothered considering the possibility that two adults may be too few for marriage, or the possibility that there is a specialized type of person that should be involved in every marriage, or the possibility that keeping emotional bonding out of the workplace ultimately spells the doom of business.
It would have been easier to consider these possibilities thousands of years ago, when family-businesses and large families were commonplace. Now, shall we treat these possibilities as science-fiction which has the quality of fantasy, even if likely to be true?
Thus far, the evidence is consistent with the GRIN model:
People are evaluatively diverse, disagreeing again and again with the same other people
As extended families break down, the stability of intimate relationships rests on economic interdependence and marriage and divorce rates degrade
Businesses that do not divide into families ultimately die because they develop the fragility of dogmatism/central-control
Furthermore, we have seen what hierarchical organization brings: segregation not only into management vs labor, but the isolation of think-tanks, monasteries, churches, prisons, etc. Segregation may seem promising at first, but the advantages we have witnessed have been limited to the short-term, being counterproductive in the long-run. GRIN organization provides an alternative to segregation.
Like climate change theories, the GRIN model could be formally tested through controlled experiments and/or well-designed monitoring programs. But who would organize such investigation? Perhaps the better use for evidence which supports the GRIN model is to refine the model for use in fiction. Perhaps there is a market for stories about using science and engineering to provide almost all people with satisfying marriages, families and careers.
For example, in the beloved parable of the prodigal son, women apparently have no power, thus leaving a family business size of only three: a negotiator, his institutional brother, and their relational father. The negotiator eliminates their economic interdependence by negotiating personal ownership, then sets-off on his own. His ability to do this demonstrates the weakness of a mere relational-institutional couple and we expect them to be destroyed by the next slick negotiator to come along, but fortunately the prodigal son hits bad luck and returns first. The value of relational evaluation is shown at this point, because the father contributes no significant assets or labor, but it is his emotional attachments to his sons that save the business. Similar parables could be constructed to demonstrate the likely doom of other inadequate organizational structures.
Guests: Upon arrival, each guest is given a bracelet with a letter and a color (e.g. for forty guests, there might be one red bracelet of each letter—A, B, C and D—two green bracelets of each letter, three yellow bracelets of each letter, and four white of each letter). Each guest must keep their bracelet for the duration of the game.
Rooms: There is one room (or circle) per letter, and each guest is initially assigned to the room corresponding to his/her letter. At the beginning of the game, ensure that each room has exactly the right number of chairs for the number of guests assigned to that room.
Winning: The goal of the game is to maximize dancing. When the music starts, each guest not “in poverty” goes to his/her assigned room. All guests with the letter corresponding to their assigned room dance.
Entering Poverty: When the music stops, each guest must sit in a chair. If there are not enough chairs, then the guests assigned to that room must set an objective rule to decide who gets a chair. To make it objective, all criteria for the rule must come from the bracelets. For example, people cannot win chairs by being faster, stronger, or more aggressive. Instead, priority for a chair could go to people with red bracelets, or green bracelets, or the most common color, or the least common color, or the most common color among the impoverished, or to the color that didn’t get a chair last time (etc.). Anyone lacking a chair goes into “poverty”.
Chair Movement: During each song, the host records a census of color and room assignment among those in poverty, then identifies two rooms at random. The room with more assigned people currently in poverty is the winner for that song and the other is the loser. The host, all people in poverty, and anyone sitting (not dancing) in a room other than the loosing room transfer one chair each from the losing room to the winning room.
Prison: When someone from poverty takes a chair, the guests assigned to the losing room may optionally send that person to prison. Anyone sent to prison takes the chair to prison and sits in it until the end of the game. People in prison have no room assignment; they do not dance nor move chairs from room to room.
Exiting Poverty: After chairs are moved, each person left in poverty flips a coin; those who get heads leave poverty and become reassigned to the winning room (although they cannot dance if their bracelet doesn’t have the letter corresponding to their room assignment).
Ending the Game: The songs get shorter and shorter. The party ends after a set number of songs (e.g. 20).
At the end of the party, the guests review the record of diversity among those in poverty. Were there times when the rules to decide who gets a chair changed? Why? How did guests feel about people who shared their color? How did they feel about people who shared their letter? How many people were dancing in the end?
This is an exercise you can use to raise awareness of how diversity impacts us. Rather than model diversity in a simplified way which implies that we should be blind to diversity, this exercise acknowledges that diversity comes in two kinds. Each room represents a social role, and the chairs in that room represent the number of positions available for that role. The letters and colors on the bracelets represent our diversity. Some elements of our diversity are relevant to social roles and others are not, yet both kinds of diversity can impact who loses social positions when there aren’t enough positions to go around.
“Stay-at-home parent” and “small business owner” are two examples of social positions that became dramatically less common at certain points in history. Participants in the exercise should ask themselves: How many such transitions do I expect to witness in my lifetime? Were any stages in the game reflective of modern life? What would it take to maximize dancing?
This game is rigged for evaluativism: Even though rule 5 always favors the room with the greater opportunity to improve, it writes-off the losing room entirely. Then what comes around goes around; no matter what players decide about who goes to prison and who goes to poverty, rule 5 rigs the game so that most people will not be dancing in the end.
Corporantia are players who want to replace rule 5 with a more subtle kind of chair-balancing that scientifically determines the number of chairs to move. They want to figure-out how many people were assigned each letter, and balance the distribution of chairs across all rooms so that the number of chairs in a given room matches the number of people with the corresponding bracelet. To implement such a rule in real life would relinquish unprecedented political and economic power to science. Those who propose such a shift can seem to be “playing god,” and it takes exercises like this one to build consensus.
The idea of organizing a social movement against evaluativism was inspired by the history of racism. Evaluativism and racism have both existed for millennia; both are implicit biases; both became entrenched by shaping the design of social institutions. Management of racism was ineffective until a social movement was developed to overcome it. One might expect the same for management of evaluativism.
The movement against racism started in churches, and it seems appropriate for the movement against evaluativism to start in churches as well:
The suggestion that the church create a social movement against evaluativism was taken to Erin Hawkins, General Secretary of the General Commission on Religion and Race (GCORR). Based on her experience with race and the church, she suggested that the movement would need to be grassroots. Erin’s experience suggested that congregations are unlikely to address discrimination when the movement is created by a central administration like GCORR.
Therefore, a core team of clergy from across Wisconsin met once a month for about a year to plan an event, and produced a plan entitled “Christian Response to Evaluativism in Wisconsin“. The work of the core team included a great deal of discovery and invention (e.g. the plan includes a recipe for an interdependent meal). Perhaps most importantly, it found that responsible management of evaluativism requires resources lacked by typical congregations, so the movement cannot be built in a grassroots fashion. Central leadership must take responsibility to manage evaluativism.
A movement against evaluativism may be less likely to find institutional support from churches than from organizations which represent victims of evaluativism (e.g. child advocacy organizations or neurodiversity organizations) or from an association of organizational psychologists. For society to face the facts about evaluativism would shift social influence (and money) to groups of the latter kinds. Nonetheless, only churches can lead exploration of the theological dimensions.
The Scientific Movement and Post-Publication Peer Review
The social movement is expected to advance hand-in-hand with a scientific movement—scientific discoveries justify the social movement, and the social movement gathers the resources required to make discoveries.
Science needs a movement because the current quality of social science is poor like the quality of medical science was poor until about a hundred years ago. The first scientists to measure evaluativism and evaluative diversity (which they called “moral diversity“) supported evaluativism. The same was true of philosophers. Only recently have influential scientists begun to entertain evidence that evaluative diversity is hardwired and useful. Yet, even now, such science remains scattered by the division of scientific disciplines.
Given the current state of science, there is no central email address to which one might submit a hypothesis (like the GRIN model) or a measure (like the GRIN Self-Quiz) to be put on a waiting-list for testing. One must either run tests oneself or form relationships with particular scientists to convince them to run the tests.
In 2011, Chris Santos-Lang began discussing evaluative diversity with Ray Aldag. They met once a week until 2015. Ray encouraged Chris to begin testing the GRIN model via survey research. That research was completed in 2013. In addition to confirming that GRIN types could be discriminated among humans, it produced some rather shocking evidence:
Political affiliation aligns with GRIN type
Religious affiliation aligns with GRIN type
The career you end up in aligns with GRIN type
Whether you are accused of a crime (and probably whether you end-up in prison) aligns with GRIN type
This evidence implies that our political, religious, vocational and justice systems are not what we think they are, and it raises serious doubts about popular conceptions of freedom. To rally the scientific community to address this evidence, Chris submitted the research for peer-review and publication.
Why is it important to rally the scientific community? Eventually science gets too complicated for one person to advance alone. We would want to conduct twin studies, genetic tests, and brain imaging to work out the mechanisms through which the GRIN model manifests in humans. It takes many people to raise the funding and conduct all of the tests.
Chris submitted to ten peer-review processes and received a total of six blind reviews. None endorsed publication, yet none found any flaws in the research. Having confirmed that flaws in the research (if any) are not obvious, the research and peer review were published on figshare. Any flaws discovered in the future should be published via post-publication peer review at PubPeer. If you know anyone who could find flaws in the research (i.e. someone who conducts survey research), please encourage them to review it. Ray used the GRIN Self-Quiz to make further discoveries himself (e.g. described here), and we hope others will find it useful as well.
The article was paired in this issue with “New Ways of Looking at Democracy,” an edited extract from Brett Hennig’s forthcoming book The End of Politicians. Hennig’s article suggested that “democracy” originally referred to systems in which leaders were selected at random (what he calls “sortition“) and that selection of leaders through election or appointment has since degraded democracy.
Hennig pointed out that random selection increases the perceived legitimacy of leaders because it makes leaders more similar to the communities they lead. Randomly selected leaders would not be mostly male or largely committed to donors, political parties, and political reputations.
This argument for sortition is undermined by the first implication of evaluative diversity: It would be naive to attempt to protect diversity by selecting representatively diverse leaders, since people of certain evaluative types are less likely to represent others who share their own type. In other words, the discovery of evaluative democracy disconfirms the theory behind representative democracy.
Using the GRIN model as an example, when two people with the same goals, loyalties and information apply negotiator evaluation or institutional evaluation perfectly, they will vote in exactly the same ways, so they will perfectly represent each other. However, the more perfectly two people apply gadfly evaluation, the less likely they are to reach the same conclusions. Thus, as we approach greater evaluative ability and alignment of goals, loyalties and information, a board with five members of each type would effectively give five times as much vote to each negotiator or institutional board member as it does to each gadfly board member. The system would be rigged against natural gadflies.
Democracy is possible, but representative democracy is not.
To avoid systematically handicapping citizen of particular evaluative types, the governance system must somehow resolve disagreements without having to put issues to a vote. The primary job of leaders should not be to vote, but rather to resolve disagreements through such mechanisms as evidence, empathy, creativity, and humility so that votes need never be taken. Such dispute resolution is democratic because it involves the entire community, and boards should involve the entire community, rather than expect to find all necessary ability within itself.
Hennig cites Scott Page’s, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools and Societies as providing evidence that “diversity trumps ability when solving problems and producing innovative ideas.” Both articles agree with Page that diversity is valuable, but the evaluative diversity article claims that the better way to protect that diversity is through monitoring (as one would protect diversity in an ecosystem) rather than merely shifting power among leaders. This is the second implication of evaluative diversity for governance: Boards should attain the benefits of evaluative diversity by extending current financial accounting practices to include monitoring of organizational culture.
Boards already require organizations to measure and report their income, debt and assets on a regular basis. If there are dramatic changes in these measures compared to the previous period or deviations from expectations, then the board sounds an alarm—management will be replaced if it cannot explain/correct the discrepancy. This is how managers are held accountable to serve the organization well.
But an organization is not merely a money machine—a healthy organization brings together people of diverse evaluative types, so good management must also include assuring that none of the different kinds of contributions gets systematically blocked. Such assurance would produce a balance between evaluative types, and shifts in that balance could be measured in terms of shifts in cultural variables such as the organization’s unity, consistency, creativity, and competitiveness. If there are dramatic changes in these measures compared to the previous period or deviations from expectations, then the board should sound an alarm just as it would for shifts in financial measures.
By pairing the two articles, Board Leadership highlighted what happens when there is not enough science guiding governance. First of all, the resulting governance-failure produces frustration which is well-documented in the sortition article—only genuine frustration with current governance could justify replacing elected/ appointed leaders with randomly selected leaders. Second, even though the frustration is caused by a lack of science, it does not necessary motivate increased investment in science. Hennig and I personally discussed the opportunity to protect diversity through monitoring two months before we wrote our articles, yet our articles still offered contrasting recommendations. Hennig offered no argument for or against the use of monitoring to protect diversity, and no one forced him to address that possibility . Thus, the lack of science produces not only frustration, but also permits confusion about how to resolve the frustration.
My grandfather was a community leader and king of his family until he got Alzheimer’s—
“Dad, your shoe’s untied.”
“So tie it.”
“It’ll just come undone again.”
“You might trip and fall.”
“So please tie your shoe.”
“I’ve tried. It won’t stay tied. I’m just gonna sit here anyway. It won’t hurt anybody.”
“Eventually, you’ll have to get up. Your shoe needs to be tied. May I tie it for you?”
“I just told you it won’t stay tied. You think I can’t tie my own shoes?”
“No, I just don’t want you to get hurt.”
“Whether I get hurt is my own business. Tie your own shoes!”
“Give me your foot.”
“This is not negotiable. Your shoe will be tied.”
“It’s my shoe. I’ll tie it myself when I’m good and ready.”
“I don’t trust you. Give me your foot.”
“You don’t trust your own father? Well that’s a fine thing…”
“Give me the damn foot! This is not rocket-science, Dad. Here…see? It ties.”
When my grandfather got Alzheimer’s, he lost respect. He became the frequent victim of judgmentalism—judgment against his beliefs, against his apathy, and against his stubbornness. That might have been a good thing. It might also be good to judge Nazis, illiteracy, and certain religious cults. Judgmentalism isn’t necessarily bad.
When people hear that evaluativism means discrimination against people whose values differ from one’s own, they can easily confuse evaluativism with judgmentalism, but not all judgmentalism qualifies as evaluativism.
Evaluativism is the discrimination that springs from the philosophy that certain disagreements, even about facts, ultimately spring from differences in values and therefore cannot be resolved as factual disagreements. However, some other disagreements spring from mere ignorance, immaturity, or illness. As examples, education can resolve disagreements over whether 2+2=4 or whether a shoe can be tied, so the evaluativist does not endorse discrimination against one’s opponent in such disagreements. In such disagreements, the evaluativist instead endorses education or health care. The evaluativist endorses segregation or other forms of discrimination only when disagreement cannot be resolved any other way.
Thus, evaluativism is discrimination across The divide with a capital “T.” It’s the permanent divide, the divide that will never be resolved. Doctrines come and go, so mere discrimination on the basis of doctrine does not qualify as evaluativism. Families merge, so mere discrimination on the basis of family loyalty or race loyalty or national loyalty do not qualify as evaluativism. Social norms advance, so discriminating against someone merely because of their stance on an issue such as gay marriage does not qualify as evaluativism—someday both liberals and conservatives will agree about that issue as much as they now agree about interracial marriage (or more). However, all of these conflicts may involve evaluativism; they may be battles in an ongoing war across The divide such that the end of one conflict leaves the same people on opposite sides of yet another conflict.
In other words, evaluativism may be the root cause behind many conflicts (which are blamed on other varieties of judgmentalism only because we fail to notice the sides in the larger war). Stop evaluativism, and a great many other conflicts may peter out. The point of the philosophers who advanced the notion of evaluativism is that the sequence of conflicts never ends, so they must be driven by deeper disagreements that can never be resolved. The evaluativist’s solution is to acknowledge this root-cause and handle it directly through segregation on the basis of our deeper disagreements (like in the book and film Divergent). In contrast, the solution recommended by GRINfree.com is to handle the root-cause by protecting the fundamental types within each family as one would preserve diversity in an ecosystem.
How to tell when judgmentalism qualifies as evaluativism
Although the term “evaluative diversity” shares a root with the term “evaluativism,” discrimination on the basis of evaluative diversity does not always qualify as evaluativism. Discrimination against GRIN types qualifies as evaluativism because GRIN types are permanent (they are destined to re-evolve if eliminated), but evaluative diversity also includes diversity of doctrines, family loyalties (etc.). “Evaluative diversity” is a term from the 1960s. The newer term “GRIN diversity” aims to serve as a refinement that gets to the root-cause of our disagreements.
Alzheimer’s provides an example of evaluative diversity that should not be protected. Evaluative diversity would be reduced if it were cured, because that would return people like my grandfather to perspectives more like the rest of us. Thus, a blanket protection for all evaluative diversity would prevent a cure for Alzheimer’s. It would also prevent education. Yet a cure for Alzheimer’s would not reduce GRIN diversity—Alzheimer’s certainly does not represent a fundamental type destined to evolve in all societies. We cannot have a viable movement to protect all evaluative diversity, but we may be able to have a viable movement to protect GRIN diversity. Some such new concept is required to distinguish which evaluative diversity to protect and which judgmentalism to combat. The GRIN model is the best tool we have, thus far, for making that distinction.
Here’s a practical example: Psychopathy, narcissism and Machiavellianism are three often-criticized personalities. I helped Ray Aldag run a survey among 197 Mechanical Turkers in which respondents answered the GRIN-SQ along with tests for each of these personalities to determine which personalities (if any) deserve protection. Natural gadflies were significantly more Machiavellian (d=0.74) and psychopathic (d=0.69), natural negotiators were significantly more Machiavellian (d=0.47), and the naturally relational and institutional were significantly less Machiavellian and psychopathic (d=-0.30, d=-0.40; d=-0.72, d=-0.43). None of the types were significantly more or less narcissistic.
These results suggest that the concept of psychopathy is a sloppy way of referring to natural gadflies (developed before we had a concept of GRIN types). Meanwhile, the concept of Machiavellianism is a sloppy way of dividing the GRIN types into two camps: the natural gadflies and negotiators vs. the naturally relational and institutional. Judgement against psychopathy and Machiavellianism qualifies as evaluativism, but we have no evidence that judgment against narcissism qualifies as evaluativism. Narcissism may be something we should try to cure; psychopathy and Machiavellianism appear to be misunderstood individual differences we should work to de-stigmatize.
Hopefully this example provides a sense of the importance of refining or confirming the GRIN model. The general public seems predisposed to believe that the narcissist is the misunderstood character—maybe even a viable candidate for president (perhaps because people of all GRIN types are as likely to be narcissists). To hear that the psychopath is the character who needs to be appreciated comes as a shock. It has even been proposed that the neurodiversity movement exclude psychopaths, even though that would be obviously inconsistent (see here, here and here). If psychopathy really is misunderstood, it is plausible that public opinion polls and scriptural exegesis would fail to discover that. The claim needs to be tested scientifically. It requires something like the GRIN-SQ, and the the GRIN-SQ is what we will use until something better is available.
To evaluate types of evaluative diversity may sound ironically circular, and it would be simpler if we didn’t need to draw a line between good evaluative diversity and bad. It would be simpler to embrace all diversity and stop trying to cure Alzheimer’s, narcissism, Machiavellianism, psychopathy, etc. It would also be simpler to embrace all judgmentalism and discriminate against anyone who disagrees with us. Neither of these simple approaches is ideal. Furthermore, we live in an age in which we can manipulate our own genes (or at least do things to reduce the odds that our children will be of certain types), so “accept the diversity we are given” no longer holds as a default. Instead of relying on armchair philosophy, public opinion polls, or scriptural exegesis, we need to actually conduct the science to distinguish the evaluative types and to determine which ones are interdependent.
The GRIN-SQ demonstrates such research practically—if anyone has better ideas, please let us know.