Maslow’s hierarchy of chakras

chakras pic
Source: montereybayholistic

You are what your deep, driving desire is. As your desire is, so is your will. As your will is, so is your deed. As your deed is, so is your destiny. – Brihadaranyaka Upanishad

Abraham Maslow’s hierarchy of needs, which he proposed in 1943 is still a popular theory today for explaining human motivation, especially in management. At a first glance, it seems quite similar to the ancient Hindu Chakra system, especially when some of Maslow’s pyramid diagrams are colour coded using the rainbow, rather like the above picture. The chakras were first proposed in the sacred Hindu scriptures, the Vedas, which were orally transmitted since, what seems like, the beginning of time, and were first written down around 1900BC.

Maslow’s theory came from studying people he described as exemplary, or inspirational – people such as Albert Einstein or Eleanor Roosevelt. Psychologist Mihaly Csikszentmihalyi also studied exemplary people and found that these people regularly engage in activities in which they lose themselves to bring about a state of flow, or in meditation terms, they lose themselves in the gap which is where our unbounded consciousness – the space between our thoughts and ego – lie. The gap is the place where we find our pure potential and infinite possibility.

Connecting to Shakti

The chakras are seven energy centres which run from the base of our spines to the top of our heads in our bodies. They are gateways connecting us to the world we live in and beyond to the universal life force known as Shakti, the most magnificent expression of flow, a place of infinite possibility.

We awaken Shakti energy and activate our chakras through meditation. Indeed, the ancient texts have described masters of Shakti being able to meditate during a storm, control nature, and command supernatural powers.

If this sounds rather far fetched, research in neuroscience has shown that meditation can help rewire the neural networks in our brain which in turn reduces the amygdala or lizard brain – the prehistoric part of our brain – where we register emotions such as fear, anger and anxiety, thus the end result makes us feel more at peace and at one with ourselves and the world around us – powerful stuff. We can calm our inner storm and be still when all is not.

And even less esoterically speaking, the chakras are where our nerve endings collect and our blood vessels are concentrated, which affect our hormones, our immune functions, and our vital energy. Focusing in on the chakras and awakening Shakti through meditation can make us feel emotionally balanced or even enlightened. The word enlightenment has many meanings, but one lovely definition from the Buddhist tradition is we become enlightened by knowing ourselves.

Who am I?

When we feel more self-aware and less emotionally agitated, when we sit quietly with ourselves and breathe deeply, it is easier to answer the question: Who am I? A difficult question to answer, perhaps. But, once we tolerate, love, and have compassion for our owndear selves, it is easier to extend tolerance, love, and compassion to others.

Inversely, when we are intolerant of ourselves, we are intolerant of others. Jesus knew this when he said: Love your neighbour as yourself. You cannot love someone if you do not know how to love yourself. You cannot give someone something you do not have, whether this is food and shelter, or love and compassion.

Maslow’s pyramid echoes a similar journey. At the most basic level, our needs are physiological – we need food and shelter, for without them we cannot function and their lack makes us fearful and anxious. Maslow called all four of the bottom needs deficiency needs. Along with food and shelter, we need safety, love, recognition and esteem from others, otherwise we feel deficient, and this makes us strive to find our place in the world. It is only when we are satisfied, and feeling fulfilled can we self-actualise and share that by deed or word.

Maslow’s hierarchy of needs

No striving only surrender

The main difference between Maslow’s theory and the Chakra system is that Maslow looks outside of us to satisfy needs, to work for our food and shelter, to work for our community and love, to strive. In contrast, the chakras encourage us to look inside to connect to Shakti or flow to meet our needs. There is no striving, only surrender.

When we are at one with all things, we respond and interact. When we are separate, we tend to react and contract. Mahatma Gandhi was aware of this when he said, Be the change you want to see in the world. You can literally change the vibration of your life and what and who goes on around you when you behave differently.

Aligning Maslow’s chakras

Maslow and the chakras contain many similarities, but we need to look inside ourselves, not outside to others to make us feel or be different:

  • Physiological needs such as food, water, and shelter which make humans think of little else are found in the Chakra system at the Root chakra represented as ruby red and the earth,  it is our foundation, it’s mantra is I am;  and the Sacral chakra which is orange and water, it is nourishment, purity, and protection, it’s mantra is I create.
  • Safety needs either personal or job security are found at the Solar plexus chakras represented as yellow and fire. It is our power centre where our emotional and physical fires burn bright with transformation, intention and desire, it’s mantra is I do.
  • Social needs such as belonging to a club or a family, to give and receive love are found in the Heart chakra which is green and air,  it is innocence and pure, a  connection to the infinite, the divine, it’s mantra is  I love.
  • Esteem needs to respect ourselves and have others respect them are at the Throat chakra which is blue and space, it is connection and communication, it’s mantra is I express.
  • Self-actualisation needs are when humans want to do realise their potential, and feel fulfilled, this is seen in the Third eye, or Brow chakra, it is purple and light, it represents clarity and judgment, it’s mantra is I see.
  • Transcendance needs were added by Maslow later on, and aren’t shown in the pyramid above. However, they correspond to the Crown chakra at the top of head, otherwise known as the thousand petal lotus, it is ultraviolet or white,  it is about connecting to source, to feel unity with the great consciousness, it’s mantra is I understand.

The secret of eternal youth

People who have awakened or connected to Shakti tend to be constantly evolving and expanding. They are energetic and are often described as young or youthful. It is easy to lose this expansion and delight with life, as we grow older and, I think this is why we are culturally obsessed with youth. Our young constantly evolve and expand, they are full of potential and promise, unlike the older members of our society who have had responsibility and routine creep in, making their potential and promise options seem fewer.

However, it is not too late. It is possible to reclaim that promise if we surrender to the flow, to that divine Shakti energy, and remember our desires,  which we are told in the Brihadaranyaka Upanishad can lead to our destiny.

 You’re never too old, never too bad, never too late and never too sick to start from scratch once again. – Bikram Choudhury

Let’s dive deep and reconnect to our driving desires.

Web design (5): Structure

A collaborative medium, a place where we all meet and read and write.
Tim Berners-Lee

[Part 5 of 7 : 0) intro, 1) story, 2) pictures,  3) users, 4) content, 5) structure, 6) social media, 7) evaluation]

Many designers have adopted a grid structure to design web pages because a) it lends itself well to responsive design and b) it allows a design which is easy for users to understand. Designers literally have about five seconds before a user will click away to find a different service/page/content provider if the page is laid out in a way which is difficult to understand.

In a great talk for An Event Apart, Designer and Developer Advocate at Mozilla, Jen Simmons looks offline at magazines for inspiration and remembers how there was much experimentation and creativity online until everyone adopted grids and fell into a rut of grids.

But, it is easy to understand why everyone adopted grids, because users create their own understanding of a webpage from its structure. Text is complete within itself and meaning comes from its structure and language rather than the ideas it contains. This is a fundamental principle of semiotics, the study of meaning.

Managing expectations

When a webpage is judged to be useless, it is often because it does not behave in the way the user is expecting, particularly if it is not very attractive.

Designers either need to manage a user’s expectations by giving them what they are expecting in terms of the service they are looking for, or they need to make it super attractive.  Attractive things don’t necessarily work better but we humans perceive them as doing so  because they light up the brain’s reward centre and make us feel better when we are around them. We are attracted to attractive things which is given by certain Gestalt principles such as unity, symmetry, and the golden ratio.

Gestalt: similarity, promixity

Good design is one thing, but we also have specific expectations about  any given webpage. We scan for headings and white space and interpret a page in those terms.  This is because according to Gestalt theory we will interpret items according to their proximity: items which are close together, we will group together; or similarity, items which are similar we interpret as together.

And also, because we have been to others sites and we transfer our experiences from one site to another and anticipate where certain functions should be.

Where am I? Where have I been? Where am I going?

Main menus are usually at the top of the page, grouped together and are used for navigation through the site.  Secondary navigation may take place in drop down menus, or in  left or right hand columns. Specific house keeping information can be found in the footer, or the common links bar if there is one.

If users are completely lost they will use the breadcrumbs, which Google now uses instead of the URL of sites as part of the results their search engine serves up. Therefore, it is in a designer’s interest to put breadcrumbs on the top of page.

Users will stay longer and feel better if they can answer the three questions of navigation as articulated by usability consultant Steve Krug:

  1. Where am I?
  2. Where have I been?
  3. Where am I going?

Often this answered by changing links to visited, not visited and enforcing the consistency of the design by adopting a sensible approach to colour. There is a theory of colour in terms of adding and subtracting colour to create colour either digitally, or on a palette, but there is alas, no theory about how to use colour to influence branding and marketing, as personal preferences are impossible to standardise.

HTML 5 & CSS 3

As discussed earlier in part 1 of this series, we separate out our content from our presentation which is styled using CSS 3. Then, once we know what we want to say we use HTML 5 to structure our text to give it meaning to the reader. This may be a screen reader or it may be a human being.

HTML 5 breaks a page into its header and body, and then the body is broken down further into specific instructions. Headings from <h1> to <h6>, paragraphs, lists, sections and paragraphs, etc., so that we can structure a nice layout.  There are thousands of tutorials online which teach HTML 5.

The nice thing about sections is that we can use them to source linked data from elsewhere and fill our pages that way, but still keep a consistent appearance.

Theoretically one page is great, or a couple of pages fine, but once we get into hundreds of pages, we need to think about how we present everything consistently and evenly across a site and still provide users the information for which they came.

Information architecture

Information architecture (IA) is the way to organise the structure of a whole website. It asks: How you categorise and structure information? How do you label it so that users can navigate or search through it in order to find what they need?

The first step is to perform some knowledge elicitation of the  business or context and what everyone (owners, customers) known as stakeholders expect from the proposed system. This may include reading all the official documentation a business has (yawn!).

If there is a lot of existing information the best way to organise it is to perform a card sort. A card sort is when a consultant calls in some users, gives them a stack of index cards with content subjects written on them, along with a list of headings from the client’s site—“Business and News,” “Lifestyle,” “Society and Culture”— then users decide where to put “How to floss your teeth”.

This can take a few days each time and a few goes, until a pattern is found, us humans love to impose order on chaos, we love to find a pattern to shape and understand our world.

Once we have a structure from the card sort, it becomes easier to start designing the structure across the site and we begin with the site map.

The site map reflects the hierarchy of a system (even though Tim Berners-Lee was quite emphatic that the web should not have a hierarchical structure).

Then, once a site map is in place, each page layout can be addressed and the way users will navigate. Thus, we get main menus (global navigation), local navigation, content types to put in sections and paragraphs, etc., along with the functional elements needs to interact with users.

Other tools created at this time to facilitate the structure are wireframes, or annotated page layouts, because if is is a big site lots of people may be working on it and clear tools for communication are needed so that the site structure remains consistent.

Mock up screen shots and paper prototypes may be created and sometimes in the case of talented visual designers, storyboards are created. Storyboards are sketches showing how a user could interact with a system, sometimes they take a task-base approach, so that users could complete a common task.

Depending on the size of a project, information architects will work with content strategists who will have asked all the questions in the last section (part 4) on content and/or usability consultants who will have spoken to lots of users (part 3) to get an understanding of their experiences, above and beyond their understanding of the labelling of information in order to answer questions such as:

  • Does the website have great usability which is measured by being: effective and efficient; easy to learn and remember; useful and safe?
  • How do we guide users to our key themes, messages, and recommended topics?
  • Is the content working hard enough for our users?

Sometimes, it may just be one person who does all of these roles and is responsible for answering all of these questions.

It takes time to create great structure, often it takes several iterations of these these steps, until it is time to go on to the next stage (part 6) to start sharing this beautiful content on social media.

[Part 6]

Game theory & social media marketing (4): Conclusions

The Royal Game of UR, Early Dynastic III, 2600BC, British Museum

[Part 4 of 4: Game theory & social media: Part 1Part 2, Part 3]

No, I’m no super lady, I don’t have no game whatsoever,
I put my high heels on and see how that goes, yeah
– Pauline, Sucker for love

Ask a mathematician why they like maths, and they will tell you that mathematics gives a definite yes or no. There is beauty in clarity. And, everyone likes to feel that they understand and have control over what is happening in their world. This feeling of certainty is reflected in the bottom two rows of Maslow’s hierarchy of needs: physiological and safety needs.

Tapping into fear and belonging

That said, we also love variety and surprise, which is the most popular information shared on social media. We crave new stimulus which is why we love games. We love the idea of chance or fortune transforming our lives for the better, and surely if we learn the rules, then we will succeed. And, that is why marketing has such a pull on us. Marketers tell us that we will have improved lives if we do/buy/or have what they are selling, and, marketers themselves will have improved lives too if we do/buy/or have what they are selling.

There are so many ways to market something, this link has 52 types of marketing strategies. The most effective, of course, aims at the bottom of Maslow’s hierarchy of needs – safety – which is why fear quite often drives news and coupled with specific instructions gives a compliant society.

Tapping into belonging is another way to market, which is why the connection economy and building friendship with your customers is gaining so much traction as a marketing strategy.

Modelling emotion and what-ifs

Modelling human emotion is impossible to do with game theory especially on social media, a fluid, still unknown, type of communication. We will never quite know who our audience is. We may target our demographic, but if they retweet or share something outside of that, then you never exactly know who is looking at your content, or how they will react to it. All game theory can do is offer interesting and potentially useful partial explanations to model a selection of what-ifs scenarios when employing different strategies.

In the last post (part 3), we looked at various game theory strategies from the aggressive to the altruistic, and saw that people generally behave like the people around them (hawk-dove) and that Kermit was in a bit of hurry to get together with his girl, which caused him to behave passive-aggressively, and probably not get what he wanted.

 Don’t be like Kermit

Game theory is a tool for social media marketing and the best application of it is recording trial and error attempts (with statistical significance) whilst using our emotional intelligence.

Be aware of your emotions and triggers (your personal competence) so you don’t get involved in a big wrangle either privately, which could damage a relationship, or publicly, which might be retweeted everywhere and could wreck your brand or reputation.  Even in the mathematics of game theory we need to understand other players moods and motives (social competence) and not assume anything. We need to ask for more clarification, so that when we do make a move, we do so with clarity and certainty that we are doing the right thing, and as any mathematician would tell you if you asked them, there is beauty in clarity for it gives us certainty and a sense of control, things which are harder to come by in our ever changing world.

Game theory in social media marketing (2): Customers and competitors

Source: rarewallpapers.com

[Part 2 of 4: Game theory & social media: Part 1, Part 3, Part 4]

In part 1, we saw how people love to play games. Game theory was first recognised in 1928, by John Von Neumann’s paper which was about two people playing a game together with only one winner (known as: two person game-zero sum).

If we apply game theory to social media marketing, we could say that the customer and the marketer are playing a two person game, zero sum – winner takes all. Before social media, this might have been the case, for customers believed that shops were acting in their own self interests and so they, the customer, did too. Everyone was out to get what they could. In reality though, the relationship is more of a win-win: Without the marketer, the customer might not learn about the product on offer and not buy or benefit from the product, and without the customer, the marketer doesn’t have a job at all.

Playing your customer

In his book, Social Media Marketing, Eric Anderson describes the marketer-customer as a two-way mutually dependent conflict and, points out that in the world of marketing everything is described combatively. There are marketing campaigns, killer apps and dead lists, which fit with game theory: Two parties with opposing and mutual interests both engaged in winning the outcome of combat.

For if the customer doesn’t engage and play the game then, they effectively kill the product, or even the market the product exists in. More worryingly for a marketer, if a customer engages and is an influencer, this customer with a few well placed tweets and reviews on a social computing site (their blog, Amazon, Goodreads) can begin a campaign which can sink a product. On his blog, Nathan Bransford describes how books have been effectively killed prior to publication due to bad reviews on Goodreads.

A nice equation given by Kyle Wong on Forbes describes what an influencer does as follows:

Influence = Audience Reach (# of followers) x Brand Affinity (expertise and credibility) x Strength of Relationship with Followers

Influencers have immense power to kill or create sales, which is a totally new thing in marketing. This is potentially such a powerful way to sell to millions across the globe, especially amongst certain demographics – mums, millennials –  that many companies view social media marketing as the only way to market nowadays. They know that they must, like influencers,  build relationships with their customers. One way to do this is by creating content.

Playing your competitor

In a great blog on coschedule.com, Julie Niedlinger, describes how game theory approaches to creating content can help marketers decide whether their strategy (another military word) is appropriate with the competitors and with their customers.

Niedlinger advises marketers to take a moment, before reacting to comments that potential customers will leave on blogs, in order to ask whether there is a game going on. If so which game? And most importantly, are the rules clear? Once they are then and only then should a marketer make a move.

Secondly, she looks at competitors producing a similar blog of content rich potentially market cornering information and asks what is the next move?  Do you steal their writers? Mimic them? Join forces? Or, follow trends in an effort to win their share of the market.

It is important to know your game, it’s rules, and the moves you should be taking.

In part 3, we will look at specific game theory theories and see what moves and games we could play.

[Part 3]

Designing design: Solution spaces

solutionspace

[Part 11 of 12: 1) The science of the artificial 2) function, behaviour structure 3) form follows function, 4) no function in structure, 5) the medium is the message 6) types and schemas 7) aesthetics: attractive things work better 8) managing (great) expectations 9) colour 10) styles and standards 11) design solution spaces 12) conclusions]

The artificial intelligence community views a design space as something to explore as it if is a mountain or a wilderness. A space may be incomplete or the domain knowledge uncertain and this is reflected in the names of search techniques: hill climbing, branch-and-bound, hunter gatherer.

Fabulously nowadays we have massive computing power which can help us search through big data sets or solution spaces. However, in the broadest terms when we are looking at a solution space we are hoping to manage it by the following:

Constraints

With constraints, we introduce boundaries which may potentially the number of solutions. It is this tension which can cause wonderful solutions such as when artists obey the haiku rules of 17 syllables: three lines of five, seven, and five syllables, to give us pared back poetry.

We can also introduce constraints by fixation on one thing such as cost, or efficiency and then we can see what solutions are possible.

Otherwise, we can use a more exploitative exploitation approach of what-if. What if we place an excessive load on this bridge? What happens then? Does the solution still work? What will we need to change to get it work?

Transformation, combination and exploration

Inside the solution space we synthesise and analyse by using some of the ideas this series has explored. We map our types and schemas or our models of aesthetics and affordances and link our function to our behaviour and then structure. But, when all else fails we can remove the constraints or even remove the boundaries or the domain knowledge which can lead us to moving outside the context.

Thinking outside the box

Sometimes designers do this on purpose, other times like the post-it note, new ideas are serendipitously discovered. SMS texting was originally invented for engineers to communicate with each other whilst working on mobile technology. Who could have anticipated that a tool which made engineers’ lives easier would appeal to mobile phone users as a cheap and cheerful way of communicating instead? The same happened to post-it notes, once the context of inventing glue was removed, the user was free to think of it as a really cool book mark.

With a solution space we can define what we are looking at, and what we are looking for, and then should we decide we want to look at it differently, or look elsewhere then we have a map and a plan, which is what all humans like to have in this information overloading world of ours.