Glitch in the System
My wife and I moved to Montana in 2004. I had been connected with the area for five years prior to that as a summer staff for a small Bible Camp. Over those first five years, I enjoyed much of what northwest Montana had to offer in the summers. Including bushwhacking for days on end to reach remote sections of the wilderness, fishing, camping, and watersports. All while soaking in the long summer days that are standard in the northern states. However, there was one thing that I had not had the chance to enjoy until we relocated here over 20 years ago. That was downhill skiing!
This region of Montana, and even up into Canada and west toward Idaho, has its fair share of mountains and receives a respectable amount of snow. Making it an ideal place to ski. Within a short thirty-minute drive of Kalispell, there are two ski mountains, and five to six additional ski mountains are within driving distance if you are willing to make the long day trip. But why bother leaving town when there is excellent skiing here?
Credit: https://www.skiwhitefish.com (Backside photo not included)
Twenty years ago, I was newly married, and we were working hard to pay off school loans. However, it did not take long after settling into our new location that the mountain began calling our names. My wife had grown up skiing and had all the equipment, but that was not the case for me. To remedy that situation, I went to Goodwill and bought a mismatched set of worn-out skis, boots that were too small, and a pair of ski poles, of which only one was straight. Because Goodwill was running a special for Tightwad Tuesday, the whole set only cost me around $15!
Even 20 years ago, skiing at Whitefish Mountain Resort was not cheap, so we launched our first skiing experience in Montana at night under the orange glow of high-pressure sodium lights reflecting off snow that desperately needed a groomer. On my second run down the hill, I distinctly remember thinking, “I need to check out the halfpipe”. After committing to the halfpipe in the terrain park on my next run, I realized… I make horrible, adrenaline-fueled decisions. I begrudgingly returned my skis to Goodwill after my second season because the decision-making process never improved (and ski helmets were not a thing yet). It was almost 15 years before I skied again. Now, I ski with a helmet and an 11-year-old chaperone. Who is quick to remind his dad that the black diamond trails “are definitely a bad adrenaline decision”.
In Thinking, Fast and Slow, Daniel Kahneman draws on the previously explored concept of the two modes of thinking, System 1 and System 2.[1] In explaining how our minds make decisions, System 1 is responsible for automatic and quick decisions, and System 2 for complex computations and effortful mental activities.[2] The author clearly articulates these two systems and how they can work together in a highly efficient manner. [3] However, an insightful sentence in the first chapter caught my eye. The author discusses the high-performance levels of the two Systems and the relationship’s highly efficient decision-making process and division of labor.[4] Then Kahnerman points out that sometimes System 1 can have biases and therefore can’t fully do its job. Nor does it like to give System 2 the potential glory for an outstanding decision and, subsequently, causes a glitch in the system. Though our brain is stuck for a quick second, a decision still needs to be made, so System 1 reframes the question in an easier form and answers the substitute question instead.[5]
Impulsiveness and adrenaline are two factors that can cause a glitch in the system. Ironically, these are also two factors associated with skiing. When skiing, it does not matter which green, blue, or black ski runs you take on that map above. Eventually, they will take you back to the chairlift at the bottom of the mountain. Anyone headed down the mountain can pick impulsively; all the runs will eventually get you back to the lodge. However, that is a simple answer to an over-simplified question of “which run should I take.” That question should also have consideration from System 2 regarding present enjoyment, future memories, and the risks associated with potential overconfidence.[6] [7] [8] This glitch in the decision-making process, or even the formulation of an opinion that lacks informed contemplation, has implications for my NPO regarding the use and perception of sacred space. An unintended glitch can easily occur when church members impulsively decide or form an opinion without allowing or requiring System 2’s participation.
This realization leaves me wondering, “How do I lead these dear brothers and sisters through a biblical understanding of sacred space when they already have an opinion, if not a firm conviction?” Undoubtedly, integrity and a non-anxious presence play pivotal roles.[9] [10] Yet, my System 2 brain needs more time to contemplate how to help hundreds of people evaluate whether their opinions or beliefs regarding sacred space could be biased.
[1] Daniel Kahneman, Thinking, Fast and Slow, First Edition (New York: Farrar, Straus and Giroux, 2013). 20.
[2] Kahneman. 21
[3] Kahneman. 25
[4] Kahneman. 25
[5] Kahneman. 97
[6] Kahneman. 381
[7] Kahneman. 178
[8] Kahneman. 30
[9] Edwin H. Friedman and Peter Steinke, A Failure of Nerve: Leadership in the Age of the Quick Fix (10th Anniversary, Revised Edition) (La Vergne, UNITED STATES: Church Publishing, Incorporated, 2017).
[10] Eve Poole, Leadersmithing: Revealing the Trade Secrets of Leadership (Bloomsbury Publishing, 2017).
About the Author
Darren Banek
9 responses to “Glitch in the System”
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Darren,
I think you ask an excellent question. How does one lead people through a thinking process when they may already have emotionally committed to a decision? I think that getting to the heart of the principles behind this is such a useful journey and skill to have.
I have been wondering how to distill the excellent work of this program into consumable content for larger audiences. It might be good to swap notes in Cape Town!
Thank you Darren for your ski story which was hilarious and awful!
Your question is interesting. I would love to hear more about your Biblical understanding of a sacred space. I don’t think I have enough understanding to have a well formed opinion. I would love to know how you feel about the vision from an emotional perspective too, because you sound passionate and protective about the concept which I find compelling.
Betsy,
I deeply love both the Church and the Gospel, and I want the Church to use EVERYTHING it has at its disposal for the betterment of its local community and the spread of the Gospel. However, we often don’t see our church facilities as tools to be used by the community for their betterment or as tools for the Gospel. My NPO focuses on the stewarding responsibility of a local congregation for the utilization of their facility and what that should look like in a theological context.
So far, key voices are saying that the UK is about 10-15 years farther down this path than the US.
Your NPO is intriguing. I will be interested to see how it progresses. I had a related conversation with a first-time visitor last week. We were standing in the ‘sanctuary’ that happens to have painted lines on the floor and basketball hoops at each end. Our newest building was designed with the goal of use seven days a week. Our other four campuses have traditional architecture, yet the goal remains to have usage throughout the week. Do basketball hoops deter from a sacred space? My System 1 says yes. My System 2 says, “Go on . . . .”
Joff, Lets do it! Not sure I have any answers or thoughts to share. Mostly just questions at this point.
Darren – I think we’re all grateful for your new chaperone!
I also think that’s a great illustration about how valuable a different voice can be in helping us shift out of “system 1” when it’s detrimental. One of the most challenging parts of the book for me was the idea that most of the time, in most instances, the heuristics we rely on work very well; they are hugely beneficial… until they’re detrimental.
How are you developing an awareness of where those mental shortcuts might become shortcomings before the decision gets made (rather than reacting or responding after the fact)?
Jeremiah,
GREAT QUESTION. I just asked Christian the same thing regarding his post. I wish Kahneman had gone a bit deeper into heading this off or how to identify a “glitch.”
I do think that a trusted peer is helpful, but when you have bias, you may not even know that you need to get another voice in the decision process (until it goes bad a few times and you know your personal tendencies—like skiing).
Thanks, Darren – This is definitely a space where I feel like I have tremendous room for growth–it is so easy to be blind to/believe our own biases and then look for other reasons as to why we may end up wandering in the wilderness.
Darren,
After reading your post, I wholeheartedly understand your question regarding the Sunken Cost Fallacy. It is challenging to educate and separate emotionally from logical responses. I’ve interacted with engineers who embrace the more rational and regimented approach to design projects and have struggled with the concept. They might be the project owners and have invested years into the delivery. This emotional tie can be difficult to uproot, especially when there are limited choices or responses on how to proceed and move forward. Individuals who have heavy emotional anchors are the most challenging.
Changing subjects here – can you share your definition of the sacred space? I would like to understand that a bit more if you have time. Thank you.