Cracking the Popularity Code
Throughout adulthood, we can pursue greater likability or greater status. This decision is complicated by the growing number of platforms (TV, social media) designed to help us gain status.
Research finds that unlike the positive outcomes associated with high likability, those who care more about their status grow up to have difficulties with their interpersonal relationships later on.
SIMILAR ARTICLES & IDEAS:
According to philosopher Arthur Schopenhauer, humor is derived from a sudden unmatching or unexpected outcome of an event, which had in our minds a specific expectation. This causes a mild ‘violation’ in our minds, which creates the humor.
In a series of experiments, it was found that the greater the ‘violation of the expected outcome’ the greater the humor feels. It also found that certain non-words, which are a combination of letter strings (like digifin, or artorts) but have no dictionary meaning, are the most consistent in their funniness rating.
Non-words with low entropy(the extent of them being unexpected) seem to offer more surprise, and therefore, get a higher humor rating.
In a perfect world, we would use both success and failure as instructive lessons. But our brain doesn't learn that way. It learns more from some experiences than others.
A study found that choice had an apparent influence on decision-making. In the studies subjects learned more when they had a free choice and when the choice gave a higher reward.
However, when participants were forced to select a specific choice, they were less invested in the outcomes, similar to a child mindlessly practicing to please a parent.
When people can make a free choice, they embrace positive or negative outcomes that confirm they were right.
Studies show that this tendency persists in both poor and rich conditions. This means the brain is primed to learn with a bias linked to our freely chosen actions. The brain learns differently and more quickly from free choices than forced ones.
Most people shy away from asking for advice when they cannot figure out how to finish a tricky task or assignment at work.
The fear of appearing incompetent or an incompetent person is misplaced, as research shows that the person who is asked for advice thinks good of the person asking.
Advice seekers appear smarter to the person whose ego is now stroke, making him provide valuable insights while being impressed by the seeker. Being asked for advice increases the level of perceived competency of the seeker in the eyes of the expert.
Asking for advice leads to a series of interactions at the office, which gives way to exchanging information, learning and builds a meaningful connection that goes beyond the initial request for advice.