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People fear that being trapped inside a box, they will miss out on all the wonders of the world. As long as Neo is stuck inside the matrix, and Truman is stuck inside the TV studio, they will never visit Fiji, or Paris, or Machu Picchu. But in truth, everything you will ever experience in life is within your own body and your own mind. Breaking out of the matrix or travelling to Fiji won’t make any difference. It’s not that somewhere in your mind there is an iron chest with a big red warning sign ‘Open only in Fiji!’ and when you finally travel to the South Pacific you get to open the chest, and out come all kinds of special emotions and feelings that you can have only in Fiji. And if you never visit Fiji in your life, then you missed these special feelings for ever. No. Whatever you can feel in Fiji, you can feel anywhere in the world; even inside the matrix.
21 Lessons for the 21st Century
Yuval Noah Harari
A researcher invites a mother and child into an unfamiliar room. After a few minutes, the mother leaves the child alone with the researcher, who tries to offer comfort if needed. Three minutes later, the mother comes back. The separation and reunion are repeated once more. The majority of children are upset when their mothers walk out; they rock themselves, cry, throw toys. But some prove more emotionally resilient. They calm themselves quickly and effectively, reconnect easily with their mothers on their return, and rapidly resume playing while checking to make sure that their moms are still around. They seem confident that their mothers will be there if needed. Less resilient youngsters, however, are anxious and aggressive or detached and distant on their mothers’ return. The kids who can calm themselves usually have warmer, more responsive mothers, while the moms of the angry kids are unpredictable in their behavior and the moms of detached kids are colder and dismissive.
Hold Me Tight
Sue Johnson
In the early 1900s, Taylor, who believed businesses were being run in an inefficient, haphazard way, developed what he called “scientific management.” His invention was a form of “software” expertly crafted to run atop the Motivation 2.0 platform. And it was widely and quickly adopted. Workers, this approach held, were like parts in a complicated machine. If they did the right work in the right way at the right time, the machine would function smoothly. And to ensure that happened, you simply rewarded the behavior you sought and punished the behavior you discouraged. People would respond rationally to these external forces—these extrinsic motivators—and both they and the system itself would flourish.
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