[From Bill Powers (980423.1402 MDT)]
Bruce Nevin (980423.1152 EDT) --
Also I didn't realize that you limit the term "conflict" to cases that are
not resolved for an extended period while reorganization works.
The "extended period of time" simply follows from the fact that
reorganization is slow, because of the random aspect of its operation. It
could, by chance, work instantly, but that's not very likely. It can also
make things worse. A systematic control system, on the other hand, starts
to work very quickly when an error appears and normally makes things
better; I estimate that the delay time for a system-concept control system
is under one second. Of course the time required to correct the error is
probably far longer than that.
I was
supposing that reorganization might not always take a long time. Different
means for controlling the perceptual input may be close at hand, as it
were, involving just a few changes of connections or weights in the output
function or the perceptual input function. You seem to be saying that if it
does not take a relatively long time then the means for reducing error must
already have been available, and therefore it was not a conflict.
I would judge more on the basis of whether the resolution is accomplished
by some familiar process which is always used for that kind of conflict
(count to 10, prioritize, assign relative values, etc..). When
reorganization is occurring, you get random trial and error, not any
systematic method. There's no guarantee that the first try will solve the
problem; it is just as likely to make it worse, and perhaps most likely.
I suppose
that if there is no conflict (and no overwhelming environmental
disturbance) we should expect control to resume in some small multiple of
the usual lag time for the highest level of control that is involved.
Yes, and the method of resolution would be some systematic process, not
trial and error.
Between that relatively small interval and the kinds of protracted conflict
that you seem to have in mind I think there must be a wide range of
conflict and learning.
Sure.
There may also be some misunderstanding reflected in your notion of
"passively observed phenomena (passive meaning that we can observe it but
can't affect it)." The perceptions observed in meditation are perceptions
that we can effect; we choose not to.
OK, _don't_ is better than _can't_. Passive observation is perceiving
without acting to affect the perception. Is that better?
The kernel of truth is that resolving [conflicts] is good for us. And not
just by
resolving the conflict and re-enabling some degree of control.
This depends on whether in resolving a conflict we become better at
resolving conflicts.
I am not talking about improvement in the process of reorganizing or of
resolving conflicts. I am talking about when new capacities are
developed--learning.
That is the result of reorganization. Without reorganization, nothing in
the hierarchy can act any differently; no new capacities can arise.
I can see that my proposal concerning the worth of conflict per se is
conflicting with some agenda of yours. I would guess that you decided some
time ago (prior to PCT) that conflict is good for us, and don't want to
conclude otherwise. That's OK with me, but doesn't leave much to discuss on
this subject.
This is confusing cause and effect. It is not the double bind or conflict
in general that is the root of creativity: creativity results from the
built-in organization that is capable of resolving that and other
conflicts, by means of generating new organizations.
You left out that little word "at". "Conflict is at the root of
creativity," not "conflict is the root of creativity."
OK, so conflict is down there AT the root of creativity, but has nothing to
do with it. I think that conflict is just one of several types of problems
that reorganization helps us to solve. But you don't want to hear that, so
I won't say it.
Best,
Bill P.