The Philosophical Implications of Technology: A Conversation with Anders Indset

Introduction and Background

• Anders Indset is a past hardcore capitalist who got into programming, built his first company, and set up an online print and design agency, but later started to question the implications of technology on humanity and delved into deep philosophical questions in German literature (1m2s).
• He has written six books and invests in tech companies, taking a practical approach to his work, and sees philosophy as a thinking practice (1m50s).
• Anders believes that the introduction of technologies and tools has improved the state of humanity, but also notes that people have become very reactive to impulses from the outside, leading to exhaustion and a need to take breaks and retreats (3m8s).
• He thinks that the progress of capitalism and the economy has been beneficial, but also notes that the rules and regulations, impulses from media, and tasks in task management tools can make people feel like "undead" and zombies (3m29s).

The Quantum Economy and Technological Change

• Anders wrote a book called "The Quantum Economy" that outlined the next 10 years from 2020 to 2030, and believes that we are currently in the midst of a state where technology is rapidly changing (3m58s).
• He has been living in Germany for the past 25 years, is Norwegian, and is the father of two princesses (2m0s).
• Anders' background includes being a former elite athlete, playing sports in Europe, and driving to reach finite goals, but later felt that success was not fulfilling from an outside perspective (1m15s).
• He sold his company and started to write and think about the implications of technology on humanity, which led him to delve into deep philosophical questions (1m30s).
• The concept of success and progress is being reevaluated, focusing on the idea of shaping and creating one's own reality, rather than just reacting to external circumstances (4m10s).

The Viking Code: Philosophy and Success

• The book "The Viking Code: The Art and Science of Norwegian Success" explores the philosophy of life, vitality, and how to create a high-performance culture deeply rooted in values (4m13s).
• The book examines the phenomenon of Norwegian success in various fields, despite the country's previous lack of emphasis on high performance, and provides practical implications for organizations, leadership, and technological evolution (4m59s).
• Building a high-performance culture rooted in values is crucial, especially in the context of technological advancements, as it enables individuals to work towards a common goal while maintaining their agency and autonomy (5m17s).

High-Performance Culture and Micro-Ambitions

• For technologists, having micro-ambitions and focusing on small steps towards progress is essential, as it allows them to experience a sense of accomplishment and enjoyment in their work (6m3s).
• The concept of agency and enjoying one's work is vital, as it enables individuals to take ownership of their tasks and strive for progress, rather than just focusing on long-term goals (6m23s).
• The experience of overcoming challenges and achieving small victories is fundamental to human nature, and it's essential for individuals to find meaning and purpose in their work (6m45s).
• The idea of progress and learning is more important than the anxiety to fail or the brute force of completing tasks, and it's essential for software developers, architects, and other professionals to find their why and strive for progress in their field (7m7s).
• The concept of compound interest is relevant in this context, as small incremental changes can lead to significant progress over time, and individuals should focus on making these small changes to achieve their goals (7m31s).

Collectivism and Dugnad

• The relationship between individual achievements and collectivism is crucial, as working in a team is essential for individual success, and the unit of value delivery in organizations today is the team (7m45s).
• The concept of "dugnad" is introduced, which refers to voluntary work and cooperation, and it's essential for building great teams and achieving success in organizations (8m7s).
• Growing up in a small town in Norway, the concept of communal service and collectivism was deeply ingrained, where individual achievements were tied to the collective success of the community, much like the ancient Viking culture where everyone worked together to achieve a common goal (8m15s).
• This understanding can be applied to software development and technology, where individual growth is linked to the collective performance of the team, and uplifting others can lead to personal growth and higher achievement (9m10s).
• A reinforcement learning model can be seen in this approach, where individual goals are aligned with the collective performance, and investing in supporting others' growth is highly beneficial (9m45s).

Incentive Structures and Collective Progress

• However, many organizations struggle to implement this philosophy, as their incentive structures are often aimed at individual performance rather than collective success (10m38s).
• Changing the incentive models to focus on collective progress rather than individual rewards is crucial, as monetary reward systems can be hacked and optimized for short-term gains, but may not lead to long-term success (10m49s).

Trust, Friction, and Progress

• Leaders play a critical role in building high-performance cultures by creating an environment based on trust and friction, rather than solely relying on reward systems (11m39s).
• Trust is essential in an organization, and it can be fostered by creating spaces where people can interact and build relationships, such as the traditional coffee machine area (11m59s).
• Progress is ultimately driven by two key factors: trust and friction, which are essential for building a high-performance culture (11m51s).
• Building trust and fostering a culture of open communication is crucial for progress and innovation in technology organizations, allowing for the exchange of ideas and the creation of new solutions in informal settings, such as at the coffee machine (12m17s).
• Trust and friction are essential components for progress, enabling individuals to move beyond their current understanding and approach problems from new angles (12m43s).

Building Better Problems and Innovation

• In the field of software development and technology, the focus is not on solving tasks, but rather on building better problems, which requires a philosophical approach and collaboration with individuals from diverse backgrounds (13m1s).
• A healthy environment that encourages progress and innovation begins in a microecosystem, such as a team or department, and relies on the ability of leaders to create a culture of trust and open communication (13m21s).
• As a team leader or influencer, creating this environment is a challenge that requires a personal approach, rather than following a set blueprint or formula (13m36s).

Self-Trust and Leadership

• One key aspect of building a healthy culture is trusting oneself, which enables individuals to trust others and form meaningful relationships, rather than relying on power plays or authority (14m17s).
• Developing self-trust involves taking risks, being vulnerable, and embracing awkward situations, which can help leaders build trust with their teams and foster a culture of open communication (14m44s).
• Leaders can demonstrate their commitment to trust and open communication by acknowledging their own limitations and uncertainties, rather than trying to appear infallible or all-knowing (15m23s).

Effective Communication and Core Values

• Effective communication involves practicing one's voice, having a clear message, evoking emotions, and standing for a few core values that others can relate to, as seen in the old Greek rhetoric of ethos, pathos, and logos (15m49s).
• A leader should have a maximum of two to three core values that they stand for, which serves as a foundation for building relationships and creating a sense of culture within a team (16m18s).
• Having a clear foundation of values allows individuals to be relatable, build relationships, and create a culture where team members are motivated to progress and learn from their mistakes (16m46s).
• Practicing self-trust is essential, and it starts with finding one's voice and being true to their core values (17m27s).

Problem-Solving and First-Principle Thinking

• Instead of just building products, the focus should be on solving better problems, but this requires moving away from reactive and instant-gratification-based thinking (17m36s).
• The current social media-driven communication style, which rewards instant reactions and provides instant rewards, can lead to creating great solutions to the wrong problems (18m4s).
• From a philosophical standpoint, everything we do is about progress, and all solutions are built on assumptions, highlighting the importance of questioning these assumptions and engaging in first-principle thinking (18m39s).
• Elon Musk's concept of first-principle thinking, which involves questioning assumptions and understanding the underlying reasons for them, can be a healthy approach for organizations (19m13s).
• This approach involves asking questions like "why do you think that?" and "why do you see it that way?" without proposing a solution, to encourage critical thinking and understanding (19m24s).
• To understand a problem, it's essential to ask multiple 'why' questions to get to the root of the issue and develop a deeper understanding, which can lead to new complexities and relationships that help to better comprehend the problem (19m30s).

Understanding Problems and Complexities

• A practical approach to understanding problems involves analyzing the relationships and complexities involved, rather than just punishing or regulating the symptoms, as seen in the example of flying and its environmental impact (19m54s).
• Despite the negative environmental impact of flying, it is still a crucial invention that has brought people together and facilitated global communication and collaboration (20m31s).
• The population of Africa is growing rapidly, and it is likely that many of these people will want to fly in the future, increasing the demand for air travel and highlighting the need for innovation and investment in sustainable aviation technology (20m46s).
• Rather than reducing flying and punishing airlines, it may be more effective to speed up innovation and investment in sustainable aviation technology to solve the actual problem of environmental impact (21m37s).
• If the market for air travel is growing, it is essential to rapidly develop solutions to the fuel problem and create better alternatives to flying, which could also incentivize behavioral change (22m2s).
• Incentivizing behavioral change, such as making train travel more appealing, can be more effective than punishing people for flying, as seen in the example of Germany's train system (22m18s).
• The goal is to get to the root of the problem, understand the complexities involved, and develop better problems that lead to progress and improvements, rather than trying to find a perfect solution to the wrong answer (22m40s).
• This approach involves first-principle thinking, which involves breaking down complex problems into their fundamental components and understanding the relationships between them (22m45s).

Balancing Problem Development and Building

• As a technologist, it can be challenging to balance the need to develop better problems with the pressure to build the next release, but this approach is essential for creating healthy discussions and working modes in today's society (23m20s).
• In team sports, there are times when perfection is required, and failure is not an option, such as in high-stakes games or critical situations, and this mindset should be applied to certain aspects of business and technology (23m30s).
• To achieve perfection, processes need to be tightened, and agility and speed need to be improved, but there also needs to be a space for experimentation and innovation, like a practice pitch in sports (24m8s).

Innovation and Experimentation

• Companies, especially those in the software industry, often struggle with outdated infrastructure and development models, leading to inefficiencies and a lack of innovation (24m27s).
• To overcome these challenges, radical decisions need to be made, and companies should be willing to step outside their comfort zones and explore new ways of thinking and working (25m3s).
• This requires a different work environment, one that allows for deep thinking, collaboration, and experimentation, and where everyone is involved in challenging assumptions and exploring new ideas (25m26s).
• Leaders and reflected thinkers need to understand the value of radical changes and be willing to disrupt their own industries and businesses to stay ahead (26m23s).
• This can involve green field approaches, where companies try to disrupt themselves from the outside and inside, and having leaders or "gallic villages" of rebels who are willing to try new things (26m34s).
• Good leaders need to understand the importance of balancing high performance with experimentation and innovation, and creating a space for practice and learning within their organizations (26m52s).

Conclusion and Invitation

• An invitation is extended to viewers to reach out and connect, with the option to share feedback on the Viking code. (27m11s)
• The Viking code's author is open to hearing the thoughts and opinions of others, particularly engineers and architects, on the valuable lessons that can be taken from the book. (27m19s)
• Appreciation is expressed to Shane for the opportunity to participate in the conversation. (27m27s)