What Makes a Four Star Restaurant NICHOLAS CHRISTAKIS | Big Think

What Makes a Four Star Restaurant

New videos DAILY

Join Big Think Edge for exclusive video lessons from top thinkers and doers

----------------------------------------------------------------------------------

Research suggests that human beings are equipped for, and even prefer, a kind of mild hierarchy. However, there is a certain alchemy behind successful leaders. For instance, we don't want leaders that are too powerful or too autocratic or are too able to impose punishment on ourselves. The best leaders foster connections, friendships, and cooperation among their subordinates.

----------------------------------------------------------------------------------

NICHOLAS CHRISTAKIS:

Nicholas A. Christakis is a physician, sociologist, and director of the Human Nature Lab at Yale University, where he is the Sterling Professor of Social and Natural Science. His most recent book is Blueprint: The Evolutionary Origins of a Good Society (March 2019). Follow him on Twitter @NAChristakis

----------------------------------------------------------------------------------

TRANSCRIPT:

NICHOLAS CHRISTAKIS: So I looked at a number of cases of groups being in very demanding circumstances. I looked at a sample of shipwrecks, for example 20 cases of groups of 19 or more people stranded for two or more months on isolated shores. I looked at the Shackleton expedition. I looked at the Mutiny on the Bounty and the Pitcairn Islanders. I've looked at groups of scientists that were self-isolated in Antarctica for nine months on their own. I've looked at all of these and more types of groups of people and the role that leadership might play in them, and how natural selection may have shaped our desire for leadership and our capacity for leadership. I've also looked at evidence done by other scientists on primate groups and the role of leadership in primate groups, including experiments in which the leading primates were experimentally removed from the group to see how the group functioned after removal of the leader.

And all of this evidence tends towards a set of conclusions, one of which is that human beings are equipped for and prefer a kind of mild hierarchy. We don't want leaders that are too powerful or too autocratic or are too able to impose punishment on ourselves, and there's a lot of evidence that in ancient times what human beings did in those types of circumstances is that the lower guys on the totem pole kind of bonded together to kill a person who was too violent or too aggressive or exercising too much control over the group. So this is known as the self-domestication hypothesis, the idea that we humans made ourselves more peaceful in part by weeding out those among us that were too autocratic or too capable of inflicting harm on those below us. Furthermore, however, we are not too egalitarian. We don't want groups in which everyone is equal in status or equally capable. And this evidence comes from a number of sources.

One piece of evidence, for instance, looks at the role of inequality even in forager groups. So there's something known as the Gini coefficient, which varies from 0 to 1. It's a measure of economic inequality, but you can also look at other kinds of inequality. 0 is perfect equality everyone, for instance, has the same amount of money. And 1 is perfect inequality one person has all the money, everyone else has nothing. And in the United States the inequality the Gini right now is about 0.4. In Scandinavian countries, it's about 0.2. Among forager populations, it's about 0.12 approximately. It's not zero. So even in forager populations, there is some natural inequality that's present. And furthermore, when you look at forager populations, forger populations have other ways of communicating hierarchy and status. So what human beings care about is not just status, but we also care about prestige. So we don't just care about individuals who are powerful. We care about individuals who have prestige because they are knowledgeable.

So the argument goes that evolution has shaped us for two conflicting ways of achieving some kind of hierarchy. One has to do with how strong you are in essence, and one has to do with how much you know. So we value people who know stuff. We're interested in leaders who manifest a kind of mild hierarchy, who know more than we know, who maintain our ability to work together by a kind of tamping down on violence and conflict, but who are not themselves autocratic. And if you look at well-functioning teams in the examples that I mentioned earlier, often you find exactly that kind of leadership. For example, Shackleton in the Shackleton expedition and this was about 30 guys that were stranded for a couple of years during a failed exploration of Antarctica Shacklet...

For the full transcript, check out