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Stockdale Paradox: Why confronting reality is vital to success
Balancing realism and optimism in a dire situation is a key to success.
- The Stockdale Paradox is a concept that was popularized by Jim Collins in his book Good to Great.
- It was named after James Stockdale, former vice presidential candidate, naval officer and Vietnam prisoner of war.
- The main gist of the idea is that you need to balance realism with optimism.
In paradox we often find some of the greatest bits of wisdom. The difficulty in understanding a paradox comes from the fact that when it's heard as a maxim in some kind of verbal form, it is contradictory and not intuitively grasped. This said, paradoxes are best understood through experience.
The Stockdale Paradox is one such concept that, at first glance, takes some linguistic mental jumping jacks to fully grasp. This paradox was first put forward in Jim Collin's book Good to Great, a seminal corporate self-help and leadership book.
Author Jim Collins found a perfect example of this paradoxical concept in James Stockdale, former vice-presidential candidate, who, during the Vietnam War, was held captive as a prisoner of war for over seven years. He was one of the highest-ranking naval officers at the time.
During this horrific period, Stockdale was repeatedly tortured and had no reason to believe he'd make it out alive. Held in the clutches of the grim reality of his hell world, he found a way to stay alive by embracing both the harshness of his situation with a balance of healthy optimism.
Stockdale explained this idea as the following: "You must never confuse faith that you will prevail in the end — which you can never afford to lose — with the discipline to confront the most brutal facts of your current reality, whatever they might be."
In the most simplest explanation of this paradox, it's the idea of hoping for the best, but acknowledging and preparing for the worst.
What is the Stockdale Paradox?
After years in captivity, Stockdale eventually home.
The ability to acknowledge your situation and balance optimism with realism comes from an understanding of the Stockdale Paradox. This contradictory way of thinking was the strength that led James through those trying years. Such paradoxical thinking, whether you consciously know it or not has been one of the defining philosophies for great leaders making it through hardship and reaching their goals.
Whether it's weathering through a torturous imprisonment in a POW camp or going through your own trials and tribulations, the Stockdale Paradox has merit as a way of thinking and acting for any trying times in a person's life.
The inherent contradictory dichotomy in the paradox holds a great lesson for how to achieve success and overcome difficult obstacles. It also flies right in the face of unbridled optimists and those positivity peddlers whose advice pervades nearly every self-help book or guru spiel out there.
In a discussion with Collins for his book, Stockdale speaks about how the optimists fared in camp. The dialogue goes:
"Who didn't make it out?"
"Oh, that's easy," he said. "The optimists."
"The optimists? I don't understand," I said, now completely confused,
given what he'd said a hundred meters earlier.
"The optimists. Oh, they were the ones who said, 'We're going to be out by
Christmas.' And Christmas would come, and Christmas would go. Then
they'd say,'We're going to be out by Easter.' And Easter would come, and
Easter would go. And then Thanksgiving, and then it would be Christmas
again. And they died of a broken heart."
Applying the Stockdale Paradox to your daily life
We all want things to workout for ourselves. We want to be successful, happy, and have achieved something no matter how trivial or personal it may be. Reaching this state of accomplishment isn't going to come just by positive visualization. That's all well and good and it makes us feel nice. It's why so many people like to listen to the endless screeds of "business gurus" and motivational shysters promising us the world if we only just learned to change our mindset.
Confronting the entire brevity of your situation is instrumental for success. There's a bit of positive visualization in there, but it needs to be counterbalanced with the thought that you can utterly fail and to put it frankly – your current existence might be absolutely miserable and hopeless. But don't lose faith, your wildest dreams just might come true. . . hence the paradox.
It's not about choosing which side to take, but instead learning to embrace both feelings in opposition to one another and realize they're necessary and interconnected.
Stockdale Paradox in business and hardship
On a higher level, and when it comes to business leadership and management, this duality helps to guard against the onslaught of disappointments that will hit you in the business world. Optimism may drive innovation, but that needs to be put in check to help ensure that you're still on this plane of reality and not bumbling naively into something that can't happen.
It's a great mechanism to keep yourself grounded, but also entertain the idea of being incredibly successful in whatever pursuit you're after.
The Stockdale Paradox can help out an organization assess a current situation and plan accordingly to tackle the challenges they come across. It enforces both the idea that you can be positive and believe you will overcome all difficulties while at the same time you are confronting the most brutal facts of your current situation. The latter is what turns people off, because it can be misconstrued as negative or overly pessimistic.
Similar ideas to the Stockdale Paradox
Yet, we'll find again and again that it is this line of thought that fosters success even in the most dire and inhumane of situations. Viktor Frankl, psychotherapy and holocaust survivor, wrote in his book Man's Search for Meaning that prisoners within Nazi concentration camps usually died around Christmas time. He believed that they had such a strong hope they'd be out by Christmas that they simply died of hopelessness when that didn't turn out to be true.
Here is a passage from his book regarding this thought:
The death rate in the week between Christmas, 1944, and New Year's, 1945, increased in camp beyond all previous experience. In his opinion, the explanation for this increase did not lie in the harder working conditions or the deterioration of our food supplies or a change of wealth or new epidemics. It was simply that the majority of the prisoners had lived in the naive hope that they would be home again by Christmas. As the time drew near and there was no encouraging news, the prisoners lost courage and disappointment overcame them. This had a dangerous influence on their powers of resistance and a great number of them died.
Frankl developed a concept he called "tragic optimism," that is, an optimism in the face of tragedy. This idea has gone through many names and iterations throughout the years. In the Nietzschean worldview, it's the idea that whatever doesn't kill you makes you stronger. Tragic optimism is similar to the Stockdale Paradox, as they both express a paradoxical idea about acknowledging your current difficulties intermixed with a positive belief that in the end you will still triumph.
- The Stockdale Paradox: How Optimism Creates Resilience - Big Think ›
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Scientists find routes using arches of chaos that can lead to much faster space travel.
- Researchers discovered a route through the Solar System that can allow for much faster spacecraft travel.
- The path takes advantage of "arches of chaos" within space manifolds.
- The scientists think this "celestial superhighway" can help humans get to the far reaches of the galaxy.
Humanity could be making its way through the Solar System much faster thanks to the discovery of a new superhighway network among space manifolds. Don't get your engines roaring along this "celestial autobahn" just yet, but the researchers believe the new pathways can eventually be used by spacecraft to get to the outer reaches of our Solar System with relative haste.
The celestial highway could get comets and asteroids from Jupiter to Neptune in less than a decade. Compare that to hundreds of thousands or even millions of years it might ordinarily take for space objects to traverse the Solar System. In a century of travel along the new routes, a 100 astronomical units could be covered, project the scientists. For reference, an astronomical unit is the average distance from the Earth to the Sun or about 93 million miles.
The international research team included Nataša Todorović, Di Wu, and Aaron Rosengren from the Belgrade Astronomical Observatory in Serbia, the University of Arizona, and UC San Diego. Their new paper proposes a dynamic route, going along connected series of arches within so-called space manifolds. These structures, coming into existence from gravitational effects between the Sun and the planets, stretch from the asteroid belt to past Uranus.
The most pronounced of these structures are linked to Jupiter by its strong gravitational pull, explained UC San Diego's press release. They influence the comets around the gas giant as well as smaller space objects called "centaurs," with are like asteroids in size but exhibit the composition of comets.
This animation shows space manifolds over a hundred years. Each frame of the animation shows how the arches and substructures appear over three-year increments.
Credit: Nataša Todorović, Di Wu and Aaron Rosengren/Science Advances
"Space manifolds act as the boundaries of dynamical channels enabling fast transportation into the inner- and outermost reaches of the Solar System," write the researchers. "Besides being an important element in spacecraft navigation and mission design, these manifolds can also explain the apparent erratic nature of comets and their eventual demise."
A closer image of the manifolds showing colliding and escaping objects.
Credit: Science Advances
The researchers discovered the structures by analyzing collected numerical data on the millions of orbits in the Solar System. The scientists figured out how these orbits were contained within known space manifolds. To detect the presences and structure of the space manifolds, the team employed the fast Lyapunov indicator (FLI), used to detect chaos. The scientists ran simulations to compute how the trajectories of particles approaching different planets like Jupiter, Uranus and Neptune would be affected by possible collisions and the manifolds.
While the results are encouraging, the next step is to figure out how these arches can be used by spacecraft for much speedier travel. It's also not clear how similar manifolds work near Earth. Also unclear is how they impact our planet's run-ins with asteroids and meteorites or any of the man-made objects floating up in space near us.
Check out the new paper "The arches of chaos in the Solar System" in Science Advances.
A new episode of "Your Brain on Money" illuminates the strange world of consumer behavior and explores how brands can wreak havoc on our ability to make rational decisions.
- Effective branding can not only change how you feel about a company, it can actually change how your brain is wired.
- Our new series "Your Brain on Money," created in partnership with Million Stories, recently explored the surprising ways brands can affect our behavior.
- Brands aren't going away. But you can make smarter decisions by slowing down and asking yourself why you're making a particular purchase.
How Apple and Nike have branded your brain | Your Brain on Money | Big Think youtu.be
Brands can manipulate our brains in surprisingly profound ways. They can change how we conceptualize ourselves and how we broadcast our identities out to the social world. They can make us feel emotions that have nothing to do with the functions of their products. And they can even sort us into tribes.
To grasp the power of brands, look to Apple. In the 1990s, the company was struggling to compete with Microsoft over the personal computer market. Despite flirting with bankruptcy in the mid-1990s, Apple turned itself around to eventually become the most valuable company in the world.
That early-stage success wasn't due to superior products.
"People talk about technology, but Apple was a marketing company," John Sculley, a former Apple marketing executive, told The Guardian in 1997. "It was the marketing company of the decade."
So, how exactly does branding make people willing to wait hours in line to buy a $1,000 smartphone, or pay exorbitant prices for a pair of sneakers?
Branding and the brain
For more than a century, brands have capitalized on the fact that effective marketing is much more than simply touting the merits of a product. Some ads have nothing to do with the product at all. In 1871, for example, Pearl Tobacco started advertising their cigarettes through branded posters and trading cards that featured exposed women, a trend that continues to this day.
It's crude, sure. But research shows that it's also remarkably effective, even on monkeys. Why? The answer seems to center on how our brains pay special attention to information from the social world.
"In theory, ads that associate sex or status with specific brands or products activate the brain mechanisms that prioritize social information, and turning on this switch may bias us toward the product," wrote neuroscience professor Michael Platt for Scientific American.
Brands can burrow themselves deep into our subconscious. Through ad campaigns, brands can form a web of associations and memories in our brains. When these connections are robust and positive, it can change our behavior, nudging us to make "no-brainer" purchases when we encounter the brand at the store.
It's a marketing principle that's related to the work of Daniel Kahneman, a psychologist and economist who won the 2002 Nobel Memorial Prize in Economic Sciences. In his book "Thinking Fast and Slow", Kahneman separates thinking into two broad categories, or systems:
- System 1 is fast and automatic, requiring little effort or voluntary control.
- System 2 is slow and requires subjective deliberation and logic.
Brands that tap into "system 1" are likely to dominate the competition. After all, it's far easier for us as consumers to automatically reach for a familiar brand than it is to analyze all of the available information and make an informed choice. Still, the most successful brands can have an even deeper impact on our psychology, one that causes us to conceptualize them as something like a family member.
A peculiar relationship with brands
Apple has one of the most loyal customer bases in the world, with its brand loyalty hitting an all-time high earlier this year, according to a SellCell survey of more than 5,000 U.S.-based smartphone users.
Qualitatively, how does that loyalty compare to Samsung users? To find out, Platt and his team conducted a study in which functional magnetic resonance imaging scanned the brains of Samsung and Apple users as they viewed positive, negative, and neutral news about each company. The results revealed stark differences between the two groups, as Platt wrote in "The Leader's Brain":
"Apple users showed empathy for their own brand: The reward-related areas of the brain were activated by good news about Apple, and the pain and negative feeling parts of the brain were activated by bad news. They were neutral about any kind of Samsung news. This is exactly what we see when people empathize with other people—particularly their family and friends—but don't feel the joy and pain of people they don't know."
Meanwhile, Samsung users didn't show any significant pain- or pleasure-related brain activity when they saw good or bad news about the company.
"Interestingly, though, the pain areas were activated by good news about Apple, and the reward areas were activated by bad news about the rival company—some serious schadenfreude, or "reverse empathy," Platt wrote.
The results suggest a fundamental difference between the brands: Apple has formed strong emotional and social connections with consumers, Samsung has not.
Brands and the self
Does having a strong connection with a brand justify paying higher prices for their products? Maybe. You could have a strong connection with Apple or Nike and simultaneously think the quality of their products justifies the price.
But beyond product quality lies identity. People have long used objects and clothing to express themselves and signal their affiliation with groups. From prehistoric seashell jewelry to Air Jordans, the things people wear and associate with signal a lot of information about how they conceptualize themselves.
Since the 1950s, researchers have examined the relationship between self-image and brand preferences. This body of research has generally found that consumers tend to prefer brands whose products fit well with their self-image, a concept known as self-image congruity.
By choosing brands that don't disrupt their self-image, consumers are able not only to express themselves personally, but also broadcast a specific version of themselves into the social world. That might sound self-involved. But on the other hand, humans are social creatures who use information from the social world to make decisions, so it's virtually impossible for us not to make inferences about people based on how they present themselves.
Americus Reed II, a marketing professor at the University of Pennsylvania, told Big Think:
"When I make choices about different brands, I'm choosing to create an identity. When I put that shirt on, when I put that shirt on — those jeans, that hat — someone is going to form an impression about what I'm about. So, if I'm choosing Nike over Under Armour, I'm choosing a kind of different way to express affiliation with sport. The Nike thing is about performance. The Under Armour thing is about the underdog. I have to choose which of these different conceptual pathways is most consistent with where I am in my life."
Making smarter decisions
Brands may have some power over us when we're facing a purchasing decision. So, considering brands aren't going away, what can we do to make better choices? The best strategy might be to slow down and try to avoid making "automatic" purchasing decisions that are characteristic of Kahneman's fast "system 1" mode of thinking.
"I think it's important to always pause and think a little bit about, "Okay, why am I buying this product?" Platt said.
As for getting out of the brand game altogether? Good luck.
"I've heard lots of people push back and say, "I'm not into brands,"" Reed II said. "I take a very different view. In some senses, they're not doing anything different than what someone who affiliates with a brand is doing. They have a brand. It's just an anti-brand brand."
Powerful branding can not only change how you feel about a company, it can actually change how your brain is wired.
- Powerful branding can not only change how you feel about a company, it can actually change how your brain is wired.
- "We love to think of ourselves as rational. That's not how it works," says UPenn professor Americus Reed II about our habits (both conscious and subconscious) of paying more for items based primarily on the brand name. Effective marketing causes the consumer to link brands like Apple and Nike with their own identity, and that strong attachment goes deeper than receipts.
- Using MRI, professor and neuroscientist Michael Platt and his team were able to see this at play. When reacting to good or bad news about the brand, Samsung users didn't have positive or negative brain responses, yet they did have "reverse empathy" for bad news about Apple. Meanwhile, Apple users showed a "brain empathy response for Apple that was exactly what you'd see in the way you would respond to somebody in your family."