I obviously need to work on phrasing things more clearly.
Anger functions as a strategic precommitment which improves your bargaining position. Two examples of a precommitment would be as follows (1) A car buyer going to a dealership with a contract stating that for every dollar they pay over a predetermined price (manufacturers price plus average industry margin presumably) they must pay ten dollars to some other party (who can credibly hold them to it). (2) Destroying your means of retreat when you plan aggression against another party, so that you have no motive to hold anything back, like Cortes did when he burned his ships upon landing in Mexico.
Now (1) is more like anger than (2) is because it’s a public signal, but both of them reduce your options to strengthen your position, (1) in a negotiation, (2) as a committed, cohesive group. (1) is very much like throwing the steering wheel out the window in the game of chicken. Pretending your hands are tied and you can’t go above/below the stated price without going further up the chain of command is actually one of those negotiating tricks that are in all the books, like the car salesman who goes “Oh, I’m not sure; I’ll have to consult my boss” and smokes a cigarette in the office before coming back and agreeing to a lower price.
Swimmer963 asked me:
If you’re not angry, what would motivate you to do any of those things?
and I replied
If you are dealing with someone in your social circle, or can be seen by someone in your social circle and you want to build or maintain a reputation as someone it is not wise to cross. Even if it’s more or less a one shot game, if you make a point of not being a doormat it is likely to impact your self-image, which will impact your behaviour, which will impact how others treat you.
Even if in the short run retaliating helps nobody and slightly harms you, it can be worth it for repuatational and self-concept reasons.
which I think shows at least a weak grasp of how these precommitments can work; one builds a reputation, and given that we’re meatbags with malleable conceptions of self, a reason to make such precommitments even when they cannot effect our reputation.
If “normally impossible” means very, very hard I agree completely; robust self-behavioural modification is hard even for small things, never mind for something as difficult to bring into conscious awareness or control as anger.
Would you consider expanding upon quality of calibration?
Yes, I think we understand each other now. Funny, I had the “must consult my boss” trick pulled on me just a few days ago by a guy whom I called up to haul off some trash. I still managed to make him lower the supposedly boss-mandated price by about 20%. (And when I later thought about the whole negotiation more carefully, I realized I could have probably lowered it much more.)
Regarding the quality of calibration, it’s straightforward. Emotional reactions can serve as strategic precommitments the way we just discussed, and often they also serve as decision heuristics in problems where one lacks the necessary information and processing power for a conscious rational calculation. In both cases, they can be useful if they are well-calibrated to produce strategically sound actions, but if they’re poorly calibrated, they can lead to outright irrational and self-destructive behavior.
So for example, if you fail to feel angry indignation when appropriate, you’re in danger of others maneuvering you into a position where they’ll treat you as a doormat, both in business and in private life. On the other hand, if such emotions are triggered too easily, you’ll be perceived as short-tempered, unreasonable, and impossible to deal with, again with bad consequences, both professional and private.
It seems to me that the key characteristic that distinguishes high achievers is the excellent calibration of their emotional reactions—especially compared to people who are highly intelligent and conscientious and nevertheless have much less to show for it.
I obviously need to work on phrasing things more clearly.
Anger functions as a strategic precommitment which improves your bargaining position. Two examples of a precommitment would be as follows (1) A car buyer going to a dealership with a contract stating that for every dollar they pay over a predetermined price (manufacturers price plus average industry margin presumably) they must pay ten dollars to some other party (who can credibly hold them to it). (2) Destroying your means of retreat when you plan aggression against another party, so that you have no motive to hold anything back, like Cortes did when he burned his ships upon landing in Mexico.
Now (1) is more like anger than (2) is because it’s a public signal, but both of them reduce your options to strengthen your position, (1) in a negotiation, (2) as a committed, cohesive group. (1) is very much like throwing the steering wheel out the window in the game of chicken. Pretending your hands are tied and you can’t go above/below the stated price without going further up the chain of command is actually one of those negotiating tricks that are in all the books, like the car salesman who goes “Oh, I’m not sure; I’ll have to consult my boss” and smokes a cigarette in the office before coming back and agreeing to a lower price.
Swimmer963 asked me:
and I replied
which I think shows at least a weak grasp of how these precommitments can work; one builds a reputation, and given that we’re meatbags with malleable conceptions of self, a reason to make such precommitments even when they cannot effect our reputation.
If “normally impossible” means very, very hard I agree completely; robust self-behavioural modification is hard even for small things, never mind for something as difficult to bring into conscious awareness or control as anger.
Would you consider expanding upon quality of calibration?
Yes, I think we understand each other now. Funny, I had the “must consult my boss” trick pulled on me just a few days ago by a guy whom I called up to haul off some trash. I still managed to make him lower the supposedly boss-mandated price by about 20%. (And when I later thought about the whole negotiation more carefully, I realized I could have probably lowered it much more.)
Regarding the quality of calibration, it’s straightforward. Emotional reactions can serve as strategic precommitments the way we just discussed, and often they also serve as decision heuristics in problems where one lacks the necessary information and processing power for a conscious rational calculation. In both cases, they can be useful if they are well-calibrated to produce strategically sound actions, but if they’re poorly calibrated, they can lead to outright irrational and self-destructive behavior.
So for example, if you fail to feel angry indignation when appropriate, you’re in danger of others maneuvering you into a position where they’ll treat you as a doormat, both in business and in private life. On the other hand, if such emotions are triggered too easily, you’ll be perceived as short-tempered, unreasonable, and impossible to deal with, again with bad consequences, both professional and private.
It seems to me that the key characteristic that distinguishes high achievers is the excellent calibration of their emotional reactions—especially compared to people who are highly intelligent and conscientious and nevertheless have much less to show for it.