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Meaning

7 scientific findings that support Pixar’s Inside Out

in Editor Pick/Film & TV Psychology by

When I was attending a lecture in psychology on Sensation and Perception, the lecturer described a story in amazement where a student said to him ‘what’s this got to do with psychology?’. Sensation and perception, the lecturer explained, was the very heart of how we understand and interact with the world around us.

The lecturer was right but missed the irony that this student had misperceived his material on perception.

This isn’t uncommon in psychology classes. Students walk in with dreams of Freud, inkblot and word association tests, and also the hope of understanding themselves.

Instead, they sit through countless lessons on statistics and listen to lots of different and seemingly loosely connected topics on personality, social psychology, sensation and perception, developmental psychology and so on.

What’s missing is what ties all the disconnected threads together. Some call it a theory. I think of it as more of a story.

Inside Out is a story that essentially integrates and explains the seemingly disparate pieces discussed in dry lectures. The film shows how these pieces come together using the metaphor of characters inside a young girl’s head, called Riley, representing the little girl’s emotions.

Here are seven clever and important psychological mechanisms that Inside Out nails.

Emotion helps formulate memories

Research shows that emotion helps us retain and recall memories. In Inside Out, the characters in the little girl’s head work to guide her through life but their ultimate output at the end of the day is memory formation.

Forcing yourself to be happy will make you miserable

My favourite depiction of emotion was ‘Joy’, a character who obsessed with suppressing another character, called ‘Sadness’. The harder she tried to prevent Sadness from generating memories, the more Sadness seemed to influence the memories and mood of Riley. This aligns with research that shows that suppressing emotions can simply make us more miserable.

Distance in time changes our perception of events

A powerful scene in Inside Out shows Riley recollecting a past, happy experience but suddenly feels a twinge of sadness as the character in her head, Sadness, contaminates the memory. Of course, it isn’t really contaminated. Riley is experiencing nostalgia, which is an emotion that connects us with meaning in the past and is associated with feelings of sadness.

Emotional diversity and complexity promotes resilience

Experiencing a wide range of emotions helps us adapt, according to studies. Riley’s character development was represented as forming more complex memories and emotions, which supports this research. This is different from many characters in films who are perceived as successful when they overcome, rather than embrace, ‘negative’ emotions.

Sadness triggers social support

According to functional views of emotion, sadness is believed to help trigger social support. When Riley finally accepts the emotion of sadness, she not only forms more complex memories but this emotion triggers support and love from her parents, which helps her cope.

Sadness helps you plan and improve

When we get an insight into the mind of Riley’s mother, some interesting foreshadowing is revealed. In contrast to Riley, the character in her head representing sadness has control, instead of joy. We realise that the character, Sadness, serves an important function. She helps Riley’s mother navigate, plan, and respond, which aligns with research that shows that mild dejection activates the region of the brain that helps us plan.

This makes sense given that after failing to fulfill our goals and dreams, we feel flat, which can help us re calibrate and change our approach.

Memories form our identity

Research shows that when we access experiential memory–where we store our most meaningful memories–we are more engaged. In Inside Out, Riley struggles for much of the film to recall and lean on her identity when she experiences agitation. This is consistent with research that shows that anxiety reduces access to this part of the brain.

Through metaphor, I was impressed how the writers of this film where able to engage me the way many University lecturers failed. In a strange way, the individuals who work at Pixar seem to instinctively express and communicate their knowledge of psychology more than individuals who devote themselves to analysing them. This includes me. I’m envious but also in awe.

Birdman’s searching for meaning, man

in Film & TV Psychology by

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Spoilers aheadAccording to one psychological model, there’s basically four areas you need to work on to feel life is purposeful. So when it comes to finding meaning, there’s nothing riskier than betting all your fulfilment on just one of these areas.

That’s what I think happens to Riggan Thomson (Michael Keaton), in the film, Birdman.

#1 Social Support

First up, you need your social environment to be supportive. In Birdman, Riggan relies on the support of his lawyer (Zach Galifianakis) who feigns encouragement to ensure they can continue to bring in money. He is regularly chastised by his daughter, Sam (Emma Stone), and tormented by fellow actor, Mike (Edward Norton). Although he’s making an effort to rebuild relationships, his life as a Hollywood actor has left him with disgruntled and unstable relationships.

#2 Predictability

The second thing you need to secure before you can find meaning is a fairly stable and predictable environment. Riggan has divorced himself from the somewhat predictable yet superficial life as a Hollywood celebrity and has entered into the often cruel world of theatre.A critic (Lindsay Duncan) is ready to destroy him. The stage presents itself as chaotic as Mike throws tantrums on stage in front of live audiences. Riggan’s world has lost stability, which is why his hallucination of his fictional film counterpart, Birdman, constantly orders him to return to do a Birdman sequel.

#3 A Relevant Future

Even when your most immediate environment is stable, you also want your actions today to be relevant in the future. That is, you want to know that what you are working on is relevant and meaningful and not simply forgotten and abandoned after you die.In Birdman, Riggan is regularly reminded by Sam that human existence is essentially meaningless when considered in context of the entirety of time. Sam shows him a rolled out paper towel with markings. Each mark depicts a thousand years. Handing him one sheet of paper, she shows how the human race is only one sheet in an entire roll of paper. One individual’s life, thus, seems even more meaningless.

#4 Feeling Unique

In this meaningless world, Riggan clings to his legacy and artistic ability. This fourth source of meaning is related to the need to feel unique and special. Riggan wants to prove this on stage because he couldn’t obtain meaning making superficial superhero movies. The stage is his one chance to show his ability and find meaning.What happens to Riggan when this final source of meaning is robbed? After learning his play will be destroyed by critic, he takes the only step left to finally leave a legacy by attempting suicide on stage.

I’m not quite sure what the ending of Birdman means. After Riggan appears to recover his attempted suicide, he apparently dives out the hospital window.

We are left to ponder, is this a dream? A hallucination? Did he die? Did he really fly? Either way, he’s finally found a way to be unique and to be remembered.

One thing to motivate employees…

in Work Psychology by

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My old man told me his boss reckoned he needed only one thing to motivate employees: a four by two (a timber club). Fortunately, an intriguing theory suggests that we can achieve this without the four by two.

According to this theory, developed by Dr Simon Moss, all you have to do is give people a sense of purpose and meaning.

Called the Model of Sustained Strivings (MOSS – get it), this theory explains that all the positive changes we want to see in employees–such as increased motivation, open and creative thinking, improved decision-making, self-awareness and resilience–occur naturally when our jobs and lives are meaningful.

But how do you actually give someone meaning?

It’s more like four things you need to do…

Dr Moss suggests it might not actually be as simple as doing one thing. Instead, it is as simple as doing four things.

First, you need to create a stable and predictable workplace, providing a sense of control. Humans are instinctively cautious, closed-off, and unimaginative when their immediate environment is unpredictable. Think of how creative you would get if you were wondering around the jungle with a tiger lurking in the undergrowth!

In the workplace, creating clear, unambiguous expectations goes a long way to creating a stable workplace, for example when we clarify policies, procedures and rules.

The second determinant of meaning is working in a supportive and cooperative environment. Think about the last time you worked with people who didn’t really help you or possibly even undermined your efforts. When you are not supported, you tend to work just to survive not to improve.

We are also in this mindset when our workplace keeps changing and the future is uncertain. The third determinant of meaning implies that we want to have some continuity and consistency to know that what we are working on today will be valued in the future, otherwise it feels like a meaningless exercise.

Lastly, being allowed to be different and unique is essential to demonstrate our capability. This determinant of meaning boosts our self-esteem and motivates us to keep trying to improve.

Ok, so now you have the four things required to motivate and improve? Presumably, all you have to do is implement programs to address these four areas?

Unfortunately, according to Dr Moss, the research shows us that each determinant can directly contradict the other. So, capability impedes cooperation. Cooperation impedes consistency, and so on.

For example, while you are promoting ‘one culture’ and a unified team, you may also be undermining a person’s need to stand out and be different. Similarly, you tend to learn more and develop your unique capabilities in different, therefore uncertain, workplaces but these workplaces also make us feel insecure and undermine meaning.

Ok, maybe six things you need to do…

Fortunately, you can resolve these issues. All you have to do is six things (are you seeing a pattern here?).

How might you might reconcile the need for certainty and need to develop in novel and uncertain environments? Dr Moss suggests that when people feel stressed learning in novel environments, they could learn to associate these feelings with excitement in recognition of the opportunity to develop. By doing so, you can boost your capability and perceive the change as a challenge rather than something to fear.

To resolve the contradiction between feeling unique and unifying your teams, you could rotate the responsibilities of leaders. That is, you promote leadership on some tasks, allowing people to learn and develop but ensure they are subordinates on other tasks, to help encourage trust and cooperation.

But, to get all these things to work, you need to just do these 28 things…

Just kidding.

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