The Long-Term Effects of Short-Term Emotions

This has happened to me. This must have happened to you. It happens to almost everybody. Worth reading.

Source: http://hbr.org/2010/01/column-the-long-term-effects-of-short-term-emotions/ar/1

by Dan Ariely

The heat of the moment is a powerful, dangerous thing. We all know this. If we’re happy, we may be overly generous. Maybe we leave a big tip, or buy a boat. If we’re irritated, we may snap. Maybe we rifle off that nasty e-mail to the boss, or punch someone. And for that fleeting second, we feel great. But the regret—and the consequences of that decision—may last years, a whole career, or even a lifetime.

At least the regret will serve us well, right? Lesson learned—maybe.

Maybe not. My friend Eduardo Andrade and I wondered if emotions could influence how people make decisions even after the heat or anxiety or exhilaration wears off. We suspected they could. As research going back to Festinger’s cognitive dissonance theory suggests, the problem with emotional decisions is that our actions loom larger than the conditions under which the decisions were made. When we confront a situation, our mind looks for a precedent among past actions without regard to whether a decision was made in emotional or unemotional circumstances. Which means we end up repeating our mistakes, even after we’ve cooled off.

I said that Eduardo and I wondered if past emotions influence future actions, but, really, we worried about it. If we were right, and recklessly poor emotional decisions guide later “rational” moments, well, then, we’re not terribly sophisticated decision makers, are we?

To test the idea, we needed to observe some emotional decisions. So we annoyed some people, by showing them a five-minute clip from the movie Life as a House, in which an arrogant boss fires an architect who proceeds to smash the firm’s models. We made other subjects happy, by showing them—what else?—a clip from the TV show Friends. (Eduardo’s previous research had established the emotional effects of these clips).

Right after that, we had them play a classic economics game known as the ultimatum game, in which a “sender” (in this case, Eduardo and I) has $20 and offers a “receiver” (the movie watcher) a portion of the money. Some offers are fair (an even split) and some are unfair (you get $5, we get $15). The receiver can either accept or reject the offer. If he rejects it, both sides get nothing.

Traditional economics predicts that people—as rational beings—will accept any offer of money rather than reject an offer and get zero. But behavioral economics shows that people often prefer to lose money in order to punish a person making an unfair offer.

Our findings (published in Organizational Behavior and Human Decision Processes) followed suit, and, interestingly, the effect was amplified among our irritated subjects. Life as a House watchers rejected far more offers than Friends watchers, even though the content of the movie had nothing to do with the offer. Just as a fight at home may sour your mood, increasing the chances that you’ll send a snippy e-mail, being subjected to an annoying movie leads people to reject unfair offers more frequently even though the offer wasn’t the cause of their mood.

Next came the important part. We waited. And when the emotions evoked by the movie were no longer a factor, we had the participants play the game again. Our fears were confirmed. Those who had been annoyed the first time they played the game rejected far more offers this time as well. They were tapping the memory of the decisions they had made earlier, when they were responding under the influence of feeling annoyed. In other words, the tendency to reject offers remained heightened among our Life as a House group—compared with control groups—even when they were no longer irritated.

So now I’m thinking of the manager whose personal portfolio loses 10% of its value in a week (entirely plausible these days). He’s frustrated, angry, nervous—and all the while, he’s making decisions about the day-to-day operations of his group. If he’s forced to attend to those issues right after he looks at his portfolio, he’s liable to make poor decisions, colored by his inner turmoil. Worse, though, those poor decisions become part of the blueprint for his future decisions—part of what his brain considers “the way to act.”

That makes those strategies for making decisions in the heat of the moment even more important: Take a deep breath. Count backward from 10 (or 10,000). Wait until you’ve cooled off. Sleep on it.

If you don’t, you may regret it. Many times over.

Some of you may have seen this. Worth watching. How many things do we take for granted?

Hard drive evolution could hit Microsoft XP users

http://news.bbc.co.uk/2/hi/technology/8557144.stm

Sometime back, a friend of mine called me and asked if I could send him the most modern configurations details for a laptop. My friend’s request for a brand new laptop had been approved by his boss. So, I gave him the configuration details for laptops that were available in the market. Besides, he was a civil engineer and wanted to work with AutoCAD, etc. and I ensured he got a powerful laptop.

After some time, I called my friend and asked if the laptop was bought. He answered affirmatively. He added that he had got internet access too from the office network. When I asked him if he uses his laptop for his work, he was serious and said, “Yes, it is very helpful. It has a built in webcam and I use it every morning as soon as I come to work and in the evening before I leave the office. The webcam helps me to comb my hair. I don’t use the laptop for anything else.”

• By Dylan F. Tweney | November 19, 2009  | 2:09 pm

MOUNTAIN VIEW, California — Google today unveiled more details of Chrome OS, a lightweight, browser-based operating system for netbooks.

With a strong focus on speed, the Chrome OS promises nearly instant boot times of about 7 seconds for users to login to their computers.

“We want Google Chrome OS to be blazingly fast … to boot up like a TV,” said Sundar Pichai, vice president of product management for Google.

The first Chrome OS netbooks will be available in late 2010, Pichai said. It will not be available as a download to run and install. Instead, Chrome OS is only shipping on specific hardware from manufacturers Google has partnered with. That means if you want Chrome OS, you’ll have to purchase a Chrome OS device.

Google is currently working with unnamed computer manufacturers to define specifications for these computers, which Pichai said will include larger netbook-style computers with full-size keyboards, large trackpads and large displays.

Chrome OS netbooks will not have traditional hard disk drives — they will rely on non-volatile flash memory and internet-based storage for saving all of your data.

All the applications will be web-based, meaning users won’t have to install apps, manage updates or even backup their data. All data will be stored in the cloud, and users won’t even have to bother with anti-virus software: Google claims it will monitor code to prevent malicious activity in Chrome OS web apps.

“Chrome OS is a totally rethought computer that will let you focus on the internet, so you can stop worrying about your computer,” according to a Google promotional video shown at the event, held at the Google campus in Mountain View, California.

As part of its announcement today, Pichai said that Google would be releasing all of the operating system’s code and design documents to the public.

Introduced in July, Chrome OS is a Linux-based, open-source operating system centered on Google’s Chrome browser. Applications will run exclusively inside the browser, Google said Thursday.

“As of today, the code will be fully open, which means Google developers will be working on the same tree as open developers,” said Pichai.

The OS’s focus on design is consistent with the company’s stance that the future is in the web. In July, Vic Gundotra, Google’s engineering vice president and developer evangelist, spoke on a panel about app stores, in which he said native apps (such as those available for the iPhone) would be obsolete in the future, and that the web will “become the platform that matters.”

“Every capability you want today, in the future it will be written as a web application,” Pichai said Thursday.

Netbooks — lightweight, low-powered subnotebooks — were the surprise hit of 2008 and 2009. However, with the growth of netbook sales slowing — and the prices of some full-powered notebooks dropping below $400 — the continued viability of the netbook sector is an open question.

Though netbook shipments are falling below manufacturers’ expectations, the inexpensive, low-powered devices appear to still be selling well. Pichai cited research figures from ABI research indicating that 35 million netbooks shipped in 2009, more than twice the number sold in 2008.

Manufacturers have yet to announce pricing on netbooks shipping with Chrome OS, but Google expects the cost to be about the same as current netbooks. On average, netbooks cost between $300 and $500.

Videos demonstrating Chrome OS’s user interface, security, fast boot and other features are below the jump.

Courtesy http://www.wired.com/gadgetlab/2009/11/google-chrome-os-ditch-your-hard-drives-the-future-is-the-web/

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