Something Larger: An Evolutionary Account of the Meaningfulness of Life by Derrick Carpenter Print

 This paper explores the origins of a subjective sense of meaning in life from the perspective of cultural group selection within evolutionary theory. Philosophical underpinnings are discussed, as are the origins or morality and social groups. It is argued that a subjective meaning acts as a motivator of cultural transactions which allowed pre-human groups possessing meaning to survive over groups of individuals lacking meaning. In other words, meaning in human life is grounded upon a desire and need for interpersonal connection.

     Meaning, as defined by positive psychology, is the subjective sense of a connection to something larger than oneself. Through an exploration of evolutionary origins, the following points about meaning are argued: (1) The meaningfulness of human life can be reduced to subjective meaning. (2) Connection to a larger social group was adaptive to the survival of (or naturally selected for in) pre-human organisms including single-cell organisms. (3) Social group connections are modulated by morality which was also shaped by natural selection and evolved alongside the origination of social groups. (4) Along with these adaptations, humans evolved via culture allowing metaphysical concepts of meaning, such as religion, that survived as a result of their benefits for group survival. (5) The subjective feeling of meaning and purpose associated with this connection was an adaptive result of cultural group selection in human groups that motivated individuals to seek out and share cultural knowledge. (6) Meaning, therefore, evolved to encourage an enhanced and deeper pursuit of social connection.

     The upcoming field of positive psychology defines meaning as an individual’s connection to something larger than itself. However, much of the research on happiness and meaning show that interpersonal relationships play a highly significant role in life satisfaction and the pursuit of meaning. There exists, however, no framework in positive psychology to understand this phenomenon.


     Leveraging philosophical arguments about the potential for ultimate, objective meaning in the universe, the construct of meaning can be reduced to a subjective meaning defined and experienced by the individual. This places meaning squarely in the domain of psychological investigations rather than limiting it to theology or philosophy. While philosophical traditions have relied on an intellectualized pursuit of meaning, human life tends to persist with meaning in purpose even without a concerted effort to systematically understand its existence. Thus, the meaning we seek to understand is subjective and an innate human quality.

     An overview of natural selection theory is discussed, providing a framework for understanding arguments of origination. Theories about the origins of the universe are included to present the history of connection—that is, the benefits of stability to things that come together and can therefore persist beyond things with less of an affinity to connect. An interlude into altruism and social policing mechanisms yields a foundation for understanding the origination of morality in social groups of both pre-human animals and humans.
 

     Social groups, ranging from bacterial to bee hives, that work together en masse help us to understand wide-spread cooperation and the benefits to both an individual and the group of an individual sacrificing for the good of the whole. These systems of social survival manifest in humans alongside the hive emotions—feelings that brought humans together and make them feel a sense of wanting to sacrifice for others. Evolution describes the benefits to survival of these emotions and the mechanisms by which they operate (e.g., the hormone oxytocin).
 

     Finally, cultural group selection theory is utilized to develop a theoretical understanding of human beings deep desire to connect with one another. As communication between humans improved over an evolutionary timeline and language formed, groups of individuals that could teach and learn from one another were most likely to survive. A sense of meaning in human life is hypothesized to motivate this connection, which evolved along with other human connection emotions such as compassion.

Download the PDF of this entire paper here.

 
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Providing only a few words on your program is going to be tough. First, your flexibility to customize a program within the half day we had and still drive home the values we were after was of significant benefit. You laid out the steps for building a high performance team and demonstrated how we could do it in a matter of hours. We felt we received significant value and a once in a life time experience which set the tone for this team in transition.  More than anything is your passion for what you do.  You do believe in people’s ability to believe in themselves and in one another.  That belief allows teams to achieve more than they could when those elements are missing.  Thanks.
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Sanofi Aventis Pharmaceuticals
I wanted to write to say what a fantastic time I had last Wednesday rowing the river in Philly with yourself and the other guys from SEI.  It was a privilege being instructed by someone such as yourself and I thoroughly enjoyed every moment in and out of the water.  It was a great day and I know that we all had a blast!  I hope the business continues to grow and when I own my own company, I will without a doubt come back to Philly to find yourself and your staff.
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Team Concepts On Money Matters Print

See the Eight Secrets of Leadship in action as olympic athlete and CEO of Team Concepts, Dan Lyons forges teams and leaders in a fast paced experiential learning environment.



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Rowing as One: Crewing Offers Executives Lessons in Leadership and Teamwork Print

Team Concept was featured in the following article from Wharton@Work

On a beautiful fall day, teams of executives from Wharton's Advanced Management Program took to the Schuylkill River in Philadelphia in eight-seat crew shells. Ostensibly, the 56 managers from around the world were learning how to navigate the slender boats down the river together. But they were also learning deeper, hands-on lessons about leadership, motivation, and teamwork.

One of the most important lessons was that success depends less upon the brute force of a single star than on the coordinated effort of the entire team. "We learned that balance is more important than power. Our goal was to help everyone make a difference," said Alex Cho, senior vice president of the e-Business Team at Hyundai Securities in Korea, over dinner at Wharton's Steinberg Conference Center after returning from the river. He was part of the team that dubbed itself "East-West United," a reflection of its three American and four Asian members.

In the Zone

Dan Lyons, an Olympic rowing champion and founder of Team Concepts, worked with Wharton to develop the program. The beauty of rowing, according to Lyons, is that it provides immediate feedback on team performance. The boat either moves quickly and effortlessly through the water, or everyone works very hard without much result.

"Rowing puts the participants in an unfamiliar situation where they have to give up their individual egos to survive," said Lyons. "We allow them to see the reward for developing themselves into a greater whole. It is direct, physical feedback."

He compared the feeling when all the rowers are synchronized to a runner who is in "the zone" or a baseball player who finds "the sweet spot" on the bat. The difference is that it is magnified by eight. "All of a sudden, everyone hits it at just the right time."

"In a team, there are very strong people and very weak people," said Tadashi Sakata, general manager of Teijin Fibers in Japan. "If we aren't able to synchronize, we go in the wrong direction. We all need to be harmonized."

"We didn't try to get a gold medal; we tried to work as a team. After that, we started to roll," said Shing-Yuan Tsai, vice president and executive director of the Industrial Technology Research Institute in Taiwan. He said he was struck by how much attention Wharton gives to teamwork and leadership in the program. "I was very impressed with the process." 

Trial by Water

The seven AMP crew teams spent the day learning to row and then raced against one another. After a motivational talk by Lyons at the riverside boathouse, there was a brief warm-up session on rowing machines. Then the teams, wearing t-shirts and hats with their colors, spilled out onto the dock. They took off their shoes and strapped themselves into position in their wobbly crafts. For many, it was the first time they had picked up the oar of a crew boat.

Coach Susan Seybolt of Team Concepts, sitting in a motorboat that shadowed the teams on the water, shouted instructions and encouragement through a megaphone. "Catch-pull through-finish," she repeated, going through the steps of dipping the oar in the water, pulling evenly, and then returning to the start. "Move quickly through the water and slowly on recovery."

First two rowers worked at a time, then four, making sure the strokes were smoothly coordinated. As an indication of the difficulty of this coordination, Seybolt said it typically takes three weeks for a new crew team to work up to eight rowers pulling in unison. "The biggest thing they work on is trying to look like the same person," she said. "It's not about pulling hard. It's about working together."

Individual Perfection as Part of a Team

"We didn't try to get a gold medal; we tried to work as a team. After that, we started to roll." said
Shing-Yuan Tsai, Vice President and Executive Director, Industrial Technology Research Institute

The crew boat demonstrates the balance between individual strength and team performance. While the strength of a single person is important, it must be realized in the context of the team.

"There is individual perfection involved in leadership," Lyons said. "You must train yourself, as in any other discipline. Ultimately that individual perfection leads to team and group perfection. With every single stroke, you achieve both of those things. You celebrate individual strengths. At the same time, you recognize that for great things to be accomplished, they have to be done as part of a team."

Inspired Leadership Championship Performance

Pete Pupalaikis, principal technologist of LeCroy Corporation, said he learned about motivating teams from the rowing experience. He had just made the transition from his a role as a purely technical engineer and inventor to leading a team of 15 people. "I learned that one of the keys to success is to find out what motivates people," he said. "Engineers are taught to look for problems. Leadership is about engagement. The job of a leader is to deal in hope."

He recalled a story Lyons told about two different rowing coaches. One was a hard-driving taskmaster who pushed his team to achieve. A second coach was an inspirational leader who took a group of underdogs and made them champions. It was a powerful lesson in the importance of motivation and engagement. "Positive coaching and positive leadership are much more effective than negative leadership," Pupalaikis said.

Lyons said a talented leader can achieve extraordinary results. "To me, leadership is all about team building. It is how to create high-performance teams. How do you take a group of people and transform them to achieve something they would never have expected from themselves?"

The Power of Trying Something New

In addition to the lessons in leadership and teamwork, there was value in the experience of trying something new. The group of highly successful managers suddenly found themselves as beginners. It was unsettling, but a great opportunity for learning.

"I had never been in a boat like this before, and I thought it was going to roll over immediately," said Stefan Janny, a business journalist from Austria. "The first thing they ask you in a new job is: Are you experienced? Here, you are exposed to something you had no idea about. It was a great experience."

While most of the participants were beginners, Dave Trop, senior manager at Boeing Commercial Airplanes, rowed in college and still rows. But the program allowed him to take a fresh look at the sport and its leadership lessons.

"We were always trying hard to win races," Trop said. "Rowing is a fair sport. There is almost no interaction among the crews, so there is not much gaming. You don't control what happens in anyone else's boat, just your own."

He also was impressed by the investment spent in defining the purpose of the teams before they started work. Before they picked up an oar, the AMP teams spent a half hour deciding on mottos for their teams. "We spent the first part of the day coming up with a name for our team and deciding what we are here for," he said. "There are times back at the office when I wouldn't stop and take the time to do that exercise before plunging in, but it is very powerful. That is something I can use at work."





http://executiveeducation.wharton.upenn.edu/ebuzz/0712/seniormanagement.cfm?roie=0043&media=ebuzz&source=eb0712A

 
Boathouse Row Print

Sculling lessons allow anyone to row the Schuylkill for a day

Whenever I traveled to Philadelphia on the Schuylkill Expressway and approached the Philadelphia Art Museum, I kept a sharp lookout for scullers skimming across the Schuylkill River nearby. I always found it a challenge to steal glances at their beauty and grace while negotiating the heavy trafcc on the expressway at the same time. I was drawn to the rowers’ precision and dance, and something inside me longed to one day be inside one of those long shells sliding gracefully down the river.

Now that day has arrived. Dan Lyons,president of Team Concepts, a Philadelphia leadership development and team building company, recognizes that there are others like me who have gazed at Boathouse Row, wishing that they could be inside the houses, see the boats up close, and try theirhandat rowing. In the past, the sport has been limited to elite private clubs and teams. But now, Team Concepts offers a rowing experience for anyone coming in off the street (or, as inmy case, off the expressway). To take advantage of this unique opportunity to go inside Boathouse Row, I have brought my two teenagers, Sierra and Bryce,withme.We are about to experience on of the world’s best rowing operations on the river that is considered to be the Mecca of rowing in theUnited States.

Our day begins with a tour of two boathouses on the Schuly kill--Vespers and Penn Athletic Club Rowing Association. Each clubhouse has its own trophy room, full of gleaming trophy cups, plaques, photos, and flags.

We learn that rowing, one of the oldest sports in history, dates back to Ancient Greece and Egypt.Modern rowing began as a blue-collar profession in the 15th and 16th centuries when the road system in England was so inadequate that water taxis became the favored way to travel. These taximen evolved into professional rowers, and eventually races were held, and teams and clubs sprang up. By the end of the 18th century, rowing had made its way into Oxford and Cambridge universities and was no longer a sport of the working class.

In the training room on the second floor of one of the clubhouses, we hop onto an ergometer, a simulated rowing machine that measures our physiology.Teams train on this equipment all winter long, often working out two times a day. On this machine, we are taught the complicated rowing procedure of sliding forward in our seats, hanging back on the oars and straightening our arms.We have to actually thinkabout eachstep, anditdoesn’t feel as second nature as Iwould have expected.Whenever I’vewatched the rowers on the river, the athletes seemtomake one fluidmovement, but nowI knowthey had to learn howto coordinate this synchronization.

Outside at the river, our instructors, JasonCaldwell and Rob Fallahnejad, show us two types of rowing boats--sculling, in which each rower has two oars, one for each hand, and sweep rowing, which uses only one oar per person. The most common sculling boats are eight-person and cancost up to $40,000 a piece. For our lesson today,we will learn on a 'barge-type' sculling boat, a stable variety that is nearly impossible to tip and is worth much less.

"When you come to Philadelphia to observe a race, the eight-rower shells are the most fun to watch," Jason says. "They are the bull-riding event of rowing and provide the fastest times."

A classical Olympic race is 2,000 meters, and teams rowing 13 to 14 miles per hour (12 knots) can cover this ground in cve to eightminutes.Our teamof novices won’t be approaching speeds anywhere close to that.

See a copy of the original article in PDF format here. [boathouserow:PDF]

 
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