evolution

On The Origin Of Species

I recently finished reading the classic: The Origin of Species by Charles Darwin. This book has been on my reading list for quite sometime, particularly after reading The Selfish Gene by Richard Dawkins.

Below are key excerpts from the book that I found particularly insightful:

Finally, varieties cannot be distinguished from species, except, first, by the discovery of intermediate linking forms and, secondly, by a certain indefinite amount of difference between them; for two forms, if differing very little, are generally ranked as varieties, notwithstanding that they cannot be closely connected; but the amount of difference considered necessary to give to any two forms the rank of species cannot be defined. In genera having more than the average number of species in any country, the species of these genera have more than the average number of varieties. In large genera the species are apt to be closely, but unequally. allied together, forming little clusters round other species. Species very closely allied to other species apparently have restricted ranges. In all these respects the species of large genera present a strong analogy with varieties. And we can clearly understand these analogies, if species once existed as varieties, and thus originated; whereas, these analogies are utterly inexplicable if species are independent creations.

Owing to this struggle, variations, however slight and from whatever cause proceeding, if they be in any degree profitable to the individuals of a species, in their infinitely complex relations to other organic beings and to their physical conditions of life, will tend to the preservation of such individuals, and will generally be inherited by the offspring. The offspring. also, will thus have a better chance of surviving, for, of the many individuals of any species which are periodically born. but a small number can survive. I have called this principle. by which each slight variation, if useful, is preserved, by the term Natural Selection, in order to mark its relation to man’s power of selection.

Natural Selection acts exclusively by the preservation and accumulation of variations, which are beneficial under the organic and inorganic conditions to which each creature is exposed at all periods of fife. The ultimate result is that each creature tends to become more and more improved in relation to its conditions. This improvement inevitably leads to the gradual advancement of the organisation of the greater number of having beings throughout the world. But here we enter on a very intricate subject, for naturalists have not defined to each other’s satisfaction what is meant by an advance in organisation.

And this, I am convinced, is the one hand, and the tendency to reversion and variability on the other hand, will in the course of time cease; and that the most abnormally developed organs may be made constant. I see no reason to doubt. Hence, when an organ, however abnormal it may be, has been transmitted in approximately the same condition to many modified descendants, as in the case of the wing of the bat, it must have existed, according to our theory, for an immense period in nearly the same to our theory, for an immense period in nearly the same any other structure. It is only in those cases in which the modification has been comparatively recent and extraordinarily great that we ought to find the generative variability, as it may be called, still present in a high degree.

Whatever the cause may be of each slight difference between the offspring and their parents—and a cause for each accumulation of beneficial differences which has given rise to all the more important modifications of structure in relation to the habits of each species.

It has been objected to the foregoing view of the origin of instincts that “the variations of structure and of instinct must have been simultaneous and accurately adjusted to each other, as a modification in the one without an immediate corresponding change in the other would have been fatal.” The force of this objection rests entirely on the assumption that the changes in the instincts and structure are abrupt.

Hence it seems that, on the one hand, slight changes in the conditions of life benefit all organic beings, and on the other hand, that slight crosses, that is crosses between the males and females of the same species, which have been subjected to slightly different conditions, or which have slightly varied, give vigour and fertility to the offspring.

Thus the appearance of new forms and the disappearance of old forms, both those naturally and those artificially produced, are bound together. In flourishing groups, the number of new specific forms which have been produced within a given time has at some periods probably been greater than the number of the old specific forms which have been exterminated; but we know that species have not gone on indefinitely increasing, at least during the later geological epochs, so that. looking to later times, we may believe that the production of new forms has caused the extinction of about the same number of old forms.

The inhabitants of the world at each successive period in its history have beaten their predecessors in the race for life. and are, in so far, higher in the scale, and their structure has generally become more specialized; and this may account for the common belief held by so many palaeontologists. that organisation on the whole has progressed. Extinct and ancient animals resemble to a certain extent the embryos of the more recent animals belonging to the same classes. and this wonderful fact receives a simple explanation according to our views. The succession of the same types of structure within the same areas during the later geological periods ceases to be mysterious, and is intelligible on the principle of inheritance.

It is interesting to contemplate a tangled bank, clothed with many plants of many kinds, with birds singing on the bushes, with various insects flitting about, and with worms crawling through the damp earth, and to reflect that these elaborately constructed forms, so different from each other, and dependent upon each other in so complex a manner, have all been produced by laws acting around us. These laws, taken in the largest sense, being Growth with Reproduction; Inheritance which is almost implied by reproduction; variability from the indirect and direct action if the conditions of life, and from use and disuse: a Ratio of Increase so high as to lead to a Struggle for Life, and as a consequence to Natural Selection, entailing Divergence of Character and the Extinction of less-improved forms. Thus, from the war of nature, from famine and death, the most exalted object which we are capable of conceiving. namely, the production of the higher animals, directly follows. There is grandeur in this view of life, with its several powers, having been originally breathed by the Creator into a few forms or into one; and that, whilst this planet has gone cycling on according to the fixed law of gravity, from so simple a beginning endless forms most beautiful and most wonderful have been, and are being evolved.

A highly recommended scientific read!

 

On Cosmos

I recently finished reading Cosmos by the late Carl Sagan. This book is an accompaniment to the wildly famous TV show of the same name: “At this writing it has an estimated worldwide viewing audience of over 200 million people, or almost 5 percent of the human population of the planet Earth. It is dedicated to the proposition that the public is far more intelligent than it has generally been given credit for; at the deepest scientific questions on the nature and origin of the world excite the interests and passions of enormous numbers of people. The present epoch is a major crossroads for our civilization and perhaps for our species. Whatever road we take, our fate is indissolubly bound up with science. It is essential as a matter of simple survival for us to understand science. In addition. science is a delight; evolution has arranged that we take pleasure in understanding—those who understand are more likely to survive. The Cosmos television series and this book represent a hopeful experiment in communicating some of the ideas, methods and joys of science.”

Below are a few highlighted excerpts from this masterpiece:

On Science:

Science is an ongoing process. It never ends. There is no single ultimate truth to be achieved, after which all the scientists can retire. And because this is so, the world is far more interesting. both for the scientists and for the millions of people in every nation who, while not professional scientists, are deeply interested in the methods and findings of science. So, while there is little in the Cosmos book that has become obsolete since its first publication. there have been many significant new findings.

On Biology, History and Physics:

Biology is more like history than it is like physics. You have to know die past to understand the present. And you have to know to know the past to understand the present. And you have to know just as there is not yet a predictive theory of history. The reasons are the same: both subjects are still too complicated for us. But we can know ourselves better by understanding other cases. The study of a single instance of extraterrestrial life, no matter how humble, will deprovincialize biology. For the first time, the biologists will know what other kinds of life are possible. When we say the search for life elsewhere is important, we are not guaranteeing that it will be easy to find—only that it is very much worth seeking.

On Kepler and Newton’s contributions to science:

Kepler and Newton represent a critical transition in human history, the discovery that fairly simple mathematical laws pervade all of Nature; that the same rules apply on Earth as in the skies; and that there is a resonance between the way we think and the way the world works. They unflinchingly respected the accuracy of observational data, and their predictions of the motion of the planets to high precision provided compelling evidence that, at an unexpectedly deep level, humans can understand the Cosmos. Our modem global civilization, our view of the world and our present exploration of the Universe are profoundly indebted to their insights.

Humans as wanderers:

We embarked on our cosmic voyage with a question first framed in the childhood of our species and in each generation asked anew with undiminished wonder: What are the stars? Exploration is in our nature. We began as wanderers, and we are wanderers still. We have lingered long enough on the shores of the cosmic ocean. We are ready at last to set sail for the stars.

On our loyalty:

For we are the local embodiment of a Cosmos grown to self-awareness. We have begun to contemplate our origins: starstuff pondering the stars; organized assemblages of ten billion billion billion atoms considering the evolution of atoms; tracing the long journey by which, here at least, consciousness arose. Our loyalties are to the species and the planet. We speak for Earth. Our obligation ancient and vast, from which we spring.

A must read for anyone and everyone!

The Selfish Gene

I recently finished reading The Selfish Gene by Richard Dawkins. I selected this book based on its recommendation by Charlie Munger – Vice Chairman of Berkshire Hathaway.

Richard starts out with a clarification on the premise and purpose of this book:

This book is not intended as a general advocacy of Darwinism. Instead, it will explore the consequences of the evolution theory for a particular issue. My purpose is to examine the biology of selfishness and altruism. Apart from its academic interest, the human importance of this subject is obvious. It touches every aspect of our social lives, our loving and hating, fighting and cooperating, giving and stealing, our greed and our generosity.

He then goes on to define what he means by selfishness and altruism:

Before going any further, we need a definition. An entity, such as a baboon, is said to be altruistic if it behaves in such a way as to increase another such entity’s welfare at the expense of its own. Selfish behaviour has exactly the opposite effect. ‘Welfare’ is defined as ‘chances of survival’, even if the effect on actual life and death prospects is so small as to seem negligible. One of the surprising consequences of the modem version of the Darwinian theory is that apparently trivial tiny influences on survival probability can have a ma/or impact on evolution. This is because of the enormous time available for such influences to make themselves felt. It is important to realize that the above definitions of altruism and selfishness are behavioural not subjective. I am not concerned here with the psychology of motives. I am not going to argue about whether people who behave altruistically are ‘really’ doing it for secret or subconscious selfish motives. Maybe they are and maybe they aren’t, and maybe we can never know, but in any case that is not what this book is about. My definition is concerned only with whether the effect of an act is to lower or raise the survival prospects of the presumed altruist and the survival prospects of the presumed beneficiary. 

The central premise of the book in more details:

Before that I must argue for my belief that the best way to look at evolution is in terms of selection occurring at the lowest level of all. In this belief I am heavily influenced by G. C. Williams’s great book Adaptation and Natural Selection. The central idea I shall make use of was foreshadowed by A. Weismann in pre-gene days at the turn of the century—his doctrine of the ‘continuity of the germ-plasm’. I shall argue that the fundamental unit of selection, and therefore of self-interest, is not the species, nor the group, nor even, strictly, the individual. It is the gene, the unit of heredity. To some biologists this may sound at first like an extreme view. I hope when they see in what sense I mean it they will agree that it is, in substance, orthodox, if it is expressed in an unfamiliar way. The argument takes time to develop, and we must begin at the beginning, with the very origin of life itself. 

On the basic building blocks of living creatures:

To return to the primeval soup, it must have become populated by stable varieties of molecule; stable in that either the individual molecules lasted a long time, or they replicated rapidly, or they replicated accurately. Evolutionary trends toward these three kinds of stability took place in the following sense: if you had sampled the soup at two different times, the later sample would have contained a higher proportion of varieties with high longevity/fecundity/copying-fidelity. This is essentially what a biologist means by evolution when he is speaking of living creatures, and the mechanism is the same—natural selection…The next important link in the argument, one that Darwin himself laid stress on (although he was talking about animals and plants, not molecules) is competition. The primeval soup was not capable of supporting an infinite number of replicator molecules. For one thing the earth’s size is finite, but other limiting factors must also have been important. In our picture of the replicator acting as a template or mould, we supposed it to be bathed in a soup rich in the small building block molecules necessary to make copies. But when the replicators became numerous, building blocks must have been used up at such a rate that they became a scarce and precious resource. 

On DNA, and chromosomes:

Our DNA lives inside our bodies. It is not concentrated in a particular part of the body, but is distributed among the cells. There are about a thousand million million cells making up an average human body, and, with some exceptions which we can ignore, every one of those cells contains a complete copy of that body’s DNA. This DNA can be regarded as a set of instructions for how to make a body, written in the A, T, C, G, alphabet of the nucleotides. It is as though, in every room of a gigantic building, there was a book-case containing the architect’s plans for the entire building. The ‘book-case’ in a cell is called the nucleus. The architect’s plans run to 46 volumes in man—the number is different in other species. The ‘volumes’ are called chromosomes. They are visible under a microscope as long threads, and the genes are strung out along them in order. It is not easy, indeed it may not even be meaningful, to decide where one gene ends and the next one begins. Fortunately, as this chapter will show, this does not matter for our purposes. 

On the definition of a gene as used within the book:

Gene is defined as any portion of chromosomal material that potentially lasts for enough generations to serve as a unit of natural selection. In the words of the previous chapter, a gene is a replicator with high copying-fidelity. Copying-fidelity is another way of saying longevity-in-the-form-of-copies and I shall abbreviate this simply to longevity. The definition will take some justifying. 

On the selfishness of a gene:

There might be several such universal properties, but there is one that is particularly relevant to this book: at the gene level, altruism must be bad and selfishness good. This follows inexorably from our definitions of altruism and selfishness. Genes are competing directly with their alleles for survival, since their alleles in the gene pool are rivals for their slot on the chromosomes of future generations. Any gene that behaves in such a way as to increase its own survival chances in the gene pool at the expense of its alleles will, by definition, tautologously, tend to survive. The gene is the basic unit of selfishness. 

On the genes’ main prirorities:

The genes are master programmers, and they are programming for their lives. They are judged according to the success of their programs in copying with all the hazards that life throws at their survival machines, and the judge is the ruthless judge of the court of survival. We shall come later to ways in which gene survival can be fostered by what appears to be altruistic behaviour. But the obvious first priorities of a survival machine, and of the brain that takes the decisions for it, are individual survival and reproduction. All the genes in the ‘colony’ would agree about these priorities. 

On Evolutionarily stable strategies (ESS):

An evolutionarily stable strategy or ESS is defined as a strategy which, if most members of a population adopt it, cannot be bettered by an alternative strategy. It is a subtle and important idea. Another way of putting it is to say that the best strategy for an individual depends on what the majority of the population are doing. Since the rest of the population consists of individuals, each one trying to maximize his own success, the only strategy that persists will be one which, once evolved, cannot be bettered by any deviant individual. Following a major environmental change there may be a brief period of evolutionary instability, perhaps even oscillation in the population. But once an ESS is achieved it will stay: selection will penalize deviation from it…Whenever there is strong asymmetry in a contest, ESSs are likely to be conditional strategies dependent on the asymmetry. Strategies analogous to ‘if smaller, run away; if larger, attack’ are very likely to evolve in contests between members of different species because there are so many available asymmetries. Lions and antelopes have reached a kind of stability by evolutionary divergence, which has accentuated the original asymmetry of the contest in an ever-increasing fashion. They have become highly proficient in the arts of, respectively, chasing, and running away. A mutant antelope that adopted a ‘stand and fight’ Strategy against lions would be less successful than rival antelopes disappearing over the horizon. 

On gene pools:

The gene pool is the long-term environment of the gene. ‘Good’ genes are blindly selected as those that survive m the gene pool. This is not a theory; it is not even an observed fact: it is a tautology. The interesting question is what makes a gene good. As a first approximation I said that what makes a gene good is the ability to build efficient survival machines—bodies. We must now amend that statement. The gene pool will become an evolutionary stable set of genes, defined as a gene pool that cannot be invaded by any new gene. Most new genes that arise, either by mutation or re-assortment or immigration, are quickly penalized by natural selection: the evolutionary stable set is restored. Occasionally a new gene does succeed in invading the set: it succeeds in spreading through the gene pool. There is a transitional period of instability, terminating in a new evolutionary stable set—a little bit of evolution has occurred. By analogy with the aggression strategies, a population might have more than one alternative stable point, and it might occasionally flip from one to another. Progressive evolution may be not so much a steady Upward climb as a series of discrete steps from stable plateau to stable plateau. It may look as though the population as a whole is behaving like a single self-regulating unit. But this illusion is produced by selection going on at the level of the single gene. Genes are selected on ‘merit’. But merit is judged on the basis of performance against the background of the evolutionary stable set which is the current gene pool. 

On family planning:

But any altruistic system is inherently unstable, because it is open to abuse by selfish individuals, ready to exploit it. Individual humans who have more children than they are capable of rearing are probably too ignorant in most cases to be accused of conscious malevolent exploitation. Powerful institutions and leaders who deliberately encourage them to do so seem to me less free from suspicion…Our conclusion from this chapter is that individual parents practise family planning, but in the sense that they optimize their birth-rates rather than restrict them for public good. They try to maximize the number of surviving children that they have, and this means having neither too many babies nor too few. Genes that make an individual have too many babies tend not to persist in the gene pool, because children containing such genes tend not to survive to adulthood. 

On the battle of the generations:

I am simply saying that natural selection will tend to favour children who do act in this way, and that therefore when we look at wild populations we may expect to see cheating and selfishness within families. The phrase ‘the child should cheat’ means that genes that tend to make children cheat have an advantage in the gene pool. If there is a human moral to be drawn, it is that we must teach our children altruism, for we cannot expect it to be part of their biological nature. 

On the battle of the sexes:

To sum up this chapter so far, the various different kinds of breeding system that we find among animals—monogamy, promiscuity, harems, and so on—can be understood in terms of conflicting interests between males and females. Individuals of either sex ‘want’ to maximize their total reproductive output during their lives. Because of a fundamental difference between the size and numbers of sperms and eggs, males are in general likely to be biased towards promiscuity and lack of paternal care. Females have two main available counter-ploys, which I have called the he-man and the domestic-bliss strategies. The ecological circumstances of a species will determine whether the females are biased towards one or the other of these counter-ploys, and will also determine how the males respond. In practice all intermediates between he-man and domestic-bliss are found and, as we have seen, there are cases in which the father does even more child-care than the mother. 

On reciprocation, specifically for humans:

A long memory and a capacity for individual recognition are well developed in man. We might therefore expect reciprocal altruism to have played an important part in human evolution. Trivers goes so far as to suggest that many of our psychological characteristics- envy, guilt, gratitude, sympathy etc.—have been shaped by natural selection for improved ability to cheat, to detect cheats, and to avoid being thought to be a cheat. Of particular interest are ‘subtle cheats’ who appear to be reciprocating, but who consistently pay back slightly less than they receive. It is even possible that man’s swollen brain, and his predisposition to reason mathematically, evolved as a mechanism of ever more devious cheating, and ever more penetrating detection of cheating in others. Money is a formal token of delayed reciprocal altruism. There is no end to the fascinating speculation that the idea of reciprocal altruism engenders when we apply it to our own species. Tempting as it is, I am no better at such speculation than the next man, and I leave the reader to entertain himself. 

On memes, another aspect that is passed on from generation to generation:

But do we have to go to distant worlds to find other kinds of replicator and other, consequent, kinds of evolution.? I think that a new kind of replicator has recently emerged on this very planet. It is staring us in the face, is still ill its infancy, still drifting clumsily about in its primeval soup, but already it is achieving evolutionary change at a rate that leaves the old gene panting far behind. The new soup is the soup of human culture. We need a name for the new replicator, a noun that conveys the idea of a unit of cultural transmission, or a unit of imitation. ‘Mimeme‘ comes from a suitable Greek root, but I want a monosyllable that sounds a bit like ‘gene’. I hope my classicist friends will forgive me if I abbreviate mimeme to meme. If it is any consolation, it could alternately be thought of as being related to ‘memory’, or to the French word meme. It should be pronounced to rhyme with ‘cream’. Examples of memes are tunes, ideas, catch-phrases, clothes fashions, ways of making pots or of building arches. Just as genes propagate themselves in the gene pool by leaping from body to body via sperms or eggs, so memes propagate themselves m the meme pool by leaping from brain to brain via a process which, in the broad sense, can be called imitation…Another member of the religious meme complex is called faith. It means blind trust, in the absence of evidence, even in the teeth of evidence. The story of Doubting Thomas is told, not so that we shall admire Thomas, but so that we can admire the other apostles in comparison. Thomas demanded evidence. Nothing is more lethal for certain kinds of memes than a tendency to look for evidence. The other apostles, whose faith was so strong that they did not need evidence, are held up to us as worthy of imitation. The meme for blind faith secures its own perpetuation by the simple unconscious expedient of discouraging rational inquiry. 

On the evolution of meme:

I conjecture that co-adapted meme-complexes evolve in the same kind of way as co-adapted gene-complexes. Selection favours memes that exploit their cultural environment to their own advantage. This cultural environment consists of other memes which are also being selected. The meme pool therefore comes to have the attributes of an evolutionarily stable set, which new memes find it hard to invade. I have been a bit negative about memes, but they have their cheerful side as well. When we die there are two things we can leave behind us: genes and memes. We were built as gene machines, created to pass on our genes. But that aspect of us will be forgotten in three generations. Your child, even your grandchild, may bear a resemblance to you, perhaps in facial features, in a talent for music, in the colour of her hair. But as each generation passes, the contribution of your genes is halved. It does not take long to reach negligible proportions. Our genes may be immortal but the collection of genes that is any one of us is bound to crumble away. Elizabeth II is a direct descendant of William the Conqueror. Yet it is quite probable that she bears not a single one of the old king’s genes. We should not seek immortality in reproduction. But if you contribute to the world’s culture, if you have a good idea, compose a tune, invent a sparking plug, write a poem, it may live on, intact, long after your genes have dissolved in the common pool. Socrates may or may not have a gene or two alive in the world today, as G. C. Williams has remarked, but who cares. The meme-complexes of Socrates, Leonardo, Copernicus and Marconi are still going strong. 

Despite all what is said about genetic pre-disposition, as humans we have the capacity for altruism:

It is possible that yet another unique quality of man is a capacity for genuine, disinterested, true altruism. I hope so, but I am not going to argue the case one way or the other, nor to speculate over its possible memic evolution. The point I am making now is that, even if we look on the dark side and assume that individual man is fundamentally selfish, our conscious foresight—our capacity to simulate the future in imagination—could save us from the  worst selfish excesses of the blind replicators. We have at least the mental equipment to foster our long-term selfish interests rather than merely our short-term selfish interests. We can see the long-term benefits of participating in a ‘conspiracy of doves’, and we can sit down together to discuss ways of making the conspiracy work. We have the power to defy the selfish genes of our birth and, if necessary, the selfish memes of our indoctrination. We can even discuss ways of deliberately cultivating and nurturing pure, disinterested altruism— something that has no place in nature, something that has never existed before in the whole history of the world. We are built as gene machines and cultured as meme machines, but we have the power to turn against our creators. We, alone on earth, can rebel against the tyranny of the selfish replicators.

On the Tit for Tat strategy:

So, although Tit for Tat may be only dubiously an ESS, it has a sort of higher-order stability. What can this mean.? Surely, stable is stable. Well, here we are taking a longer view. Always Defect resists invasion for a long time. But if we wait long enough, perhaps thousands of years. Tit for Tat will eventually muster the numbers required to tip it over the knife-edge, and the population will flip. But the reverse will not happen. Always Defect, as we have seen, cannot benefit from clustering, and so does not enjoy this higher-order Stability. Tit for Tat, as we have seen, is ‘nice’, meaning never the first to defect, and ‘forgiving’, meaning that it has a short memory for past misdeeds. I now introduce another of Axelrod’s evocative technical terms. Tit for Tat is also ‘not envious’.

On the Central Theorem of the Extended Phenotype:

This leads to what I have called the Central Theorem of the Extended Phenotype: An animal’s behaviour tends to maximize the survival of the genes for that behaviour, whether or not those genes happen to be in the body of the particular animal performing it. I was writing in the context of animal behaviour, but the theorem could apply, of course, to colour, size. shape—to anything.

On a concluding note, and in summary:

Let me end with a brief manifesto, a summary of the entire selfish gene/extended phenotype view of life. It is a view, I maintain, that applies to living things everywhere in the universe. The fundamental unit, the prime mover of all life, is the replicator. A replicator is anything in the universe of which copies are made. Replicators come into existence, in the first place, by chance, by the random jostling of smaller particles. Once a replicator has come into existence it is capable of generating an indefinitely large set of copies of itself No copying process is perfect, however, and the population of replicators comes to include varieties that differ from one another. Some of these varieties turn out to have lost the power of self-replication, and their kind ceases to exist when they themselves cease to exist. Others can still replicate, but less effectively. Yet other varieties happen to find themselves m possession of new tricks: they turn out to be even better self-replicators than their predecessors and contemporaries. It is their descendants that come to dominate the population. As time goes by, the world becomes filled with the most powerful and ingenious replicators.

Gradually, more and more elaborate ways of being a good replicator are discovered, replicators survive, not only by virtue of their own intrinsic properties, but by virtue of their consequences on the world. These consequences can be quite indirect. All that is necessary is that eventually the consequences, however tortuous and indirect, feedback and affect the success of the replicator at getting itself copied.

The success that a replicator has m the world will depend on what kind of a world it is—the pre-existing conditions. Among the most important of these conditions will be other replicators and their consequences. Like the English and German rowers, replicators that are mutually beneficial will come to predominate in each other’s presence. At some point in the evolution of life on our earth, this Ranging up of mutually compatible replicators began to be formalized in the creation of discrete vehicles—cells and, later, many-celled bodies. Vehicles that evolved a bottlenecked life cycle prospered, and became more discrete and vehicle-like. 

This packaging of living material into discrete vehicles became such a salient and dominant feature that, when biologists arrived on the scene and started asking questions about life, their questions were mostly about vehicles—individual organisms. The individual organism came first in the biologist’s consciousness, while the replicators—now known as genes—were seen as part of the machinery used by individual organisms. It requires a deliberate mental effort to turn biology the right way up again, and remind ourselves that the replicators come first in unimportance as well as in history. 

One way to remind ourselves is to reflect that, even today, not all the phenotypic effects of a gene are bound up in the individual body in which it sits. Certainly in principle, and also in fact, the gene reaches out through the individual body wall and manipulates objects in the world outside, some of them inanimate, some of them other living beings, some of them a long way away. With only a little imagination we can see the gene as sitting at the centre of a radiating web of extended phenotypic power. And an object m the world is the centre of a converging web of influences from many genes sitting in many organisms. The long reach of the gene knows no obvious boundaries. The whole world is crisscrossed with causal arrows joining genes to phenotypic effects, far and near. 

It is an additional fact, too important in practice to be called incidental but not necessary enough in theory to be called inevitable, that these causal arrows have become bundled up. Replicators are no longer peppered freely through the sea; they are packaged in huge colonies—individual bodies. And phenotypic consequences, instead of being evenly distributed throughout the world, have in many cases congealed into those same bodies. But the individual body, so familiar to us on our planet, did not have to exist. The only kind of entity that has to exist in order for life to arise, anywhere in the universe, is the immortal replicator. 

A highly recommended must read in the areas of science, genetics, evolution, and game theory.

Reworking Work: Unconventional Business Advice

Jason Fried and David Heinemeier Hansson of Basecamp have not only challenged the software application industry with their leading web-based project management tool Basecamp and other system, tools and frameworks but in their book Rework, they share their guiding and operating principles by which they started and operate this very successful business.

Much of the advice they provide is contrarian to what is commonly shared within the business community, which is what makes this book unique and makes one reflect – regardless of what one thinks about the specific examples provided – about ones’ own practices and whether any modifications and simplifications can be made to become more effective.

I have selected below some of the advice shared that most strongly resonated with me, from the various areas covered: takedowns, go, progress, productivity, competitors, evolution, promotion, hiring, and damage control.

Learning from success is more effective than from failure:

Failure is not a prerequisite for success. A Harvard Business School study found already-successful entrepreneurs are far more likely to succeed again (the success rate for their future companies is 34 percent). But entrepreneurs whose companies failed the first time had almost the same follow-on success rare as people starting a company for the first time: just 23 percent. People who failed before have the same amount of success as people who have never tried at all. Success is the experience that actually counts. That shouldn’t be a surprise: It’s exactly how nature works. Evolution doesn’t linger on past failures, it’s always building upon what worked. So should you.

On the importance of performing meaningful work:

To do great work, you need to feel that you’re making a difference. That you’re putting a meaningful dent in the universe. That you’re part of something important…If you’re going to do something, do something that matters. These little guys came out of nowhere and destroyed old models that had been around for decades. You can do the same in your industry.

On positioning, which applies to us both as individuals as well as organizations:

As you get going, keep in mind why you’re doing what you’re doing. Great businesses have a point of view, not just a product or service. You have to believe in something. You need to have a backbone. You need to know what you’re willing to fight for. And then you need to show the world. A strong stand is how you attract superfans. They point to you and defend you. And they spread the word further, wider, and more passionately than any advertising.

On the importance of thinking about profit from day one when starting up a business:

Anyone who takes a “we’ll figure out how to profit in the future” attitude to business is being ridiculous. That’s like building a rocket ship but starting off by saying, “Let’s pretend gravity doesn’t exist.” A business without a path to profit isn’t a business, it’s a hobby…Actual businesses don’t mask deep problems by saying, “It’s OK, we’re a startup.” Act like an actual business and you’ll have a much better shot at succeeding.

On how constraints can be an advantage:

“I don’t have enough time/money/people/experience.” Stop whining. Less is a good thing. Constraints are advantages in disguise. Limited resources force you to make do with what you’ve got. There’s no room for waste. And that forces you to be creative.

On the importance of making decisions:

Whenever you can, swap “Let’s think about it” for “Let’s decide on it.” Commit to making decisions. Don’t wait for the perfect solution. Decide and move forward. You want to get into the rhythm of making choices. When you get in that flow of making decision after decision, you build momentum and boost morale. Decisions are progress. Each one you make is a brick in your foundation. You can’t build on top of “We’ll decide later,” but you can build on top of “Done.”

On rallying around the core that does not change:

A lot of companies focus on the next big thing. They latch on to what’s hot and new. They follow the latest trends and technology. That’s a fool’s path. You start focusing on fashion instead of substance. You start paying attention to things that are constantly changing instead of things that last. The core of your business should be built around things that won’t change. Things that people are going to want today and ten years from now. Those are the things you should invest in.

On the importance of launching/shipping now:

Don’t mistake this approach for skimping on quality, either. You still want to make something great. This approach just recognizes that the best way to get there is through iterations. Stop imagining what’s going to work. Find out for real.

On the most effective way to get agreement:

If you need to explain something, try getting real with It. Instead of describing what something looks like, draw it. Instead of explaining what something sounds like, hum it. Do everything you can to remove layers of abstraction.

Questions to ask yourself before working on something:

Why are you doing this? What problem are you solving? Are you adding value? Is this actually useful? Are you adding value? Will this change behavior? Is there an easier way? What could you be doing instead?

Meetings can be a big time sink, but if you absolutely must have one, then make sure to follow these rules:

Set a timer. When it rings, meeting’s over. Period. Invite as few people as possible. Always have a clear agenda. Begin with a specific problem.

On not chasing perfection:

When good enough gets the job done, go for it. It’s way better than wasting resources or, even worse, doing nothing because you can’t afford the complex solution. And remember, you can usually turn good enough into great later.

Quitting working on a task is sometimes the right thing to do:

Keep in mind that the obvious solution might very well be quitting. People automatically associate quitting with failure, but sometimes that’s exactly what you should do. If you already spent too much time on something that wasn’t worth it, walk away. You can’t get that time back. The worst thing you can do now is waste even more time.

Break big decisions into many smaller ones:

Big decisions are hard to make and hard to change. And once you make one, the tendency is to continue believing you made the right decision, even if you didn’t. You top being objective…Instead, make choices that are small enough that they’re effectively temporary. W^en you make tiny decisions, you can’t make big mistakes. These small decisions mean you can afford to change. There’s no big penalty if you mess up. You just fix it. Making tiny decisions doesn’t mean you can’t make big plans or think big ideas. It just means you believe the best way to achieve those big things is one tiny decision at a time.

Put more of yourself into your products for differentiation:

Pour yourself into your product and everything around you product too: how you sell it, how you support it, how you explain it, and how you deliver it. Competitors can never copy the you in your product.

Don’t obsess too much about your competition:

It’s a pointless exercise anyway. The competitive landscape changes all the time. Your competitor tomorrow may be completely different from your competitor today. It’s out of your control. What’s the point of worrying about things you can’t control? Focus on yourself instead. What’s going on in here is way more important than what’s going on out there. When you spend time worrying about someone else, you can’t spend that time improving yourself Focus on competitors too much and you wind up diluting your own vision. Your chances of coming up with something fresh go way down when you keep feeding your brain other people’s ideas. You become reactionary instead of visionary. You wind up offering your competitor’s products with a different coat of paint.

Marketing is not a function reserved just for that department:

Do you have a marketing department? If not, good. If you do, don’t think these are the only people responsible for marketing. Accounting is a department. Marketing isn’t. Marketing is something everyone in your company is doing 24/7/365. Just as you cannot not communicate, you cannot not market.

While there is nothing groundbreaking about the advice given in this book, the thought-provoking-ness aspect that it brings out within the reader is very commendable and makes it a very worthwhile read (and a quick one as well). If you are interested to hear more from the authors and their thought philosophy, you can do so by reading/subscribing to their company’s blog Signal vs. Noise.

Competitive Advantage

I have just finished reading Competitive Advantage – Creating And Sustaining Superior Performance – by Michael E. Porter.

Below are key excerpts from the book that I found particularly insightful:

1- “Both industry attractiveness and competitive position can be shaped by a firm, and this is what makes the choice of competitive strategy both challenging and exciting. While industry attractiveness is partly a reflection of factors over which a firm has little influence, competitive strategy has considerable power to make an industry more competitive strategy has considerable power to make an industry m( or less attractive. At the same time, a firm can clearly improve or erode its position within an industry through its choice of strategy. Competitive strategy, then, not only responds to the environment but also attempts to shape that environment in a firm’s favor. These two central questions in competitive strategy have been at the core of my research.”

2- “The ability of firms to shape industry structure places a particular burden on industry leaders. Leaders’ actions can have a disproportionate impact on structure, because of their size and influence over buyers, suppliers, and other competitors. At the same time, leaders’ large market shares guarantee that anything that changes overall industry structure will affect them as well. A leader, then, must constantly balance its own competitive position against the health of the industry as a whole. Often leaders are better off” taking actions to improve or protect industry structure rather than seeking greater competitive advantage for themselves.”

3- “The second central question in competitive strategy is a firm’s relative position within its industry. Positioning determines whether a firm’s profitabihty is above or below the industry average. A firm that can position itself well may earn high rates of return even though industry structure is unfavorable and the average profitability of the industry is therefore modest. The fundamental basis of above-average performance in the long run is sustainable competitive advantage. ^ Though a firm can have a myriad of strengths and weaknesses vis-a-vis its competitors, there are two basic types of competitive advantage a firm can possess: low cost or diff’erentiation. The significance of any strength or weakness a firm possesses is ultimately a function of its impact on relative cost or diff’erentiation. Cost advantage and differentiation in turn stem from industry structure. They result from a firm’s ability to cope with the five forces better than its rivals. The two basic types of competitive advantage combined with the scope of activities for which a firm seeks to achieve them lead to three generic strategies for achieving above-average performance in an industry: cost leadership, diff’erentiation, and focus. The focus strategy has two variants, cost focus and differentiation focus.”

4- “The ability to be both low cost and differentiated is a function of being the only firm with the new innovation, however. Once competitors also introduce the innovation, the firm is again in the position of having to make a tradeoff.”

5- “Linkages among value activities arise from a number of generic causes, among them the following: The same function can be performed in different ways…The cost or performance of direct activities is improved by greater efforts in indirect activities…Activities performed inside a firm reduce the need to demonstrate, explain, or service a product in the field…Quality assurance functions can be performed in different ways.”

6- “Exploiting linkages usually requires information or information flows that allow optimization or coordination to take place. Thus, information systems are often vital to gaining competitive advantages from linkages.”

7- “Cost dynamics occur because of the interplay of cost drivers over time, as a firm grows or as industry conditions change. The most common sources of cost dynamics include: Industry Real Growth…Differential Scale Sensitivity…Different Learning Rates…Differential Technological Change…Relative Inflation of Costs…Aging…Market Adjustment.”

8- “Steps in Strategic Cost Analysis…1. Identify the appropriate value chain and assign costs and assets to it. 2. Diagnose the cost drivers of each value activity and how they interact. 3 Identify competitor value chains, and determine the relative cost of competitors and the sources of cost differences. 4. Develop a strategy to lower relative cost position through controlling cost drivers or re-configuring the value chain and/ or downstream value. 5. Ensure that cost reduction efforts do not erode differentiation, or make a conscious choice to do so. 6. Test the cost reduction strategy for sustainability.”

9- “Steps in Differentiation…I. Determine who the real buyer is…2. Identify the buyer’s value chain and the firm’s impact on it…3. Determine ranked buyer purchasing criteria…4. Assess the existing and potential sources of uniqueness in a firm’s value chain…5.Identify the cost of existing and potential sources of differentiation…6.Choose the configuration of value activities that creates the most valuable differentiation for the buyer relative to cost of differentiating…7.Test the chosen differentiation strategy for sustainability…8.Reduce cost in activities that do not affect the chosen forms of differentiation.”

10- “Technological change is not important for its own sake, but is important if it affects competitive advantage and industry structure. Not all technological change is strategically beneficial; it may worsen a firm’s competitive position and industry attractiveness. High technology does not guarantee profitability. Indeed, many high-technology industries are much less profitable than some “low-technology” industries due to their unfavorable structures.”

11- “Formulating Technological Strategy…1. Identify all the distinct technologies and subtechnologies in the value chain… 2.Identify potentially relevant technologies in other industries or under scientific development…3.Determine the likely path of change of key technologies…4.Determine which technologies and potential technological changes are most significant for competitive advantage and industry structure…5.Assess a firm’s relative capabilities in important technologies and the cost of making improvements.6.Select a technology strategy, encompassing all important technologies, that reinforces the firm’s overall competitive strategy.”

12- “Competitors are not all equally attractive or unattractive. A good competitor is one that can perform the beneficial functions described above without representing too severe a long-term threat. A good competitor is one that challenges the firm not to be complacent but is a competitor with which the firm can achieve a stable and profitable industry equilibrium without protracted warfare. Bad competitors, by and large, have the opposite characteristics. No competitor ever meets all of the tests of a good competitor. Competitors usually have some characteristics of a good competitor and some characteristics of a bad competitor. Some managers, as result, will assert that there is no such thing as a good competitor. This view ignores the essential point that some competitors are a lot better than others, and can have very different effects on a firm’s competitive position. In practice, a firm must understand where each of its competitors falls on the spectrum from good to bad and behave accordingly.”

13- “To segment an industry, then, four observable classes of segmentation variables are used either individually or in combination to capture differences among producers and buyers. In any given industry, a, any or all of these variables can define strategically relevant segments: Product variety. The discrete product varieties that are, or could be, produced. Buyer type. The types of end buyers that purchase, or could purchase, the industry’s products. Channel (immediate buyer). The alternative distribution channels employed or potentially employed to reach end buyers. Geographic buyer location. The geographic location of buyers defined by locality, region, country, or group of countries.”

14- “Industry Segmentation: 1) Identify the discrete product varieties, buyer types, channels, and geographic areas in the industry that have implications for structure or competitive advantage 2) Reduce the number of segmentation variables by applying the significance test 3) Identify the most meaningful discrete categories for each variable 4) Reduce the number of segmentation variables further collapsing correlated variables together 5) Plot two-dimensional segmentation matrices for pairs of variables and eliminate correlated variables and null segments 6) Combine these segmentation matrices into one or two industry segmentation matrices.”

15- “Sharing activities among business units is, then, a potential substitute for market share in any one business unit. A firm that can i share scale- or learning-sensitive activities among a number of business units may neutralize the cost advantage of a high market share firm competing with one business unit. Sharing is not exactly equivalent to increasing market share in one business unit, however, because a shared activity often involves greater complexity than an equivalent scale activity  serving one business unit. The complexity of a shared logistical system involving ten product varieties may increase geometrically cc compared to one that must handle only five. The added complexity becomes a cost of sharing.”

16- “Formulating Horizontal Strategy: 1. Identify all tangible interrelationships…2. Trace tangible interrelationships outside the boundaries of the firm… 3. Identify possible intangible interrelationships…4. Identify competitor interrelationships…5. Assess the importance of interrelationships to competitive advantage…6. Develop a coordinated horizontal strategy to achieve and enhance the most important interrelationships…7.Create horizontal organizational mechanisms to assure implementation.”

17- “While there are many non-Japanese firms that have achieved interrelationships, a number of characteristics of many, though not all, Japanese firms make them well positioned for exploiting interrelationships: -strong belief in overarching corporate themes -internal development of new businesses -a less rigid tradition of autonomy -more flexible incentives, less based on business unit results -willingness to centralize activities -greater tradition of committees and frequent personal contact among executives -intensive and continuing in-house training -corporatewide hiring and training”

18- “Complements are pervasive in industries. A firm must know what complementary products it depends on, and how they affect its competitive advantage and the structure of the industry as a whole. A firm must decide which complements it should produce itself, and how to package and price them. Bundling and unbundling of complements to package and price them. bundling and unbundling of complements is one of the ways in which fundamental industry restructuring takes place. The challenge is to make strategy towards complements an opportunity rather than a source of competitive advantage for competitors.”

19- “An industry scenario is an internally consistent view of an industry’s future structure. It is based on a set of plausible assumptions about the important uncertainties that might influence industry structure, carried through to the implications for creating and sustaining competitive advantage. An industry scenario is not a forecast but one possible future structure. A set of industry scenarios is carefully chosen to reflect the range of possible (and credible) future industry structures with important implications for competition. The entire set of scenarios, rather than the most likely one, is then used to design a competitive Strategy. The time period used in industry scenarios should reflect  the time horizon of the most important investment decisions.”

20- “The best way to deal with uncertainty is to make a conscious choice to follow one or more approaches, rather than a choice based on inertia or an implicit scenario. Weighing the factors involved in choosing 5 an approach described above requires a logic for each scenario that portrays the interdependencies between various aspects of industry structure. The most challenging part of dealing with uncertainty is to find creative ways to minimize the cost of preserving flexibility or hedging, and to maximize the advantages of betting correctly. Understanding the way in which each activity in the value chain can contribute to competitive advantage under the various scenarios may allow the firm to do so.”

21- “Conditions for Attacking a Leader: Successfully attacking a leader requires that a challenger meet threes basic conditions: 1. A sustainable competitive advantage…2. Proximity in other activities…3. Some impediment to leader retaliation.”

22- “Some important industry signals of leader vulnerability include: -discontinuous technological change -buyer changes -changing channels -shifting input costs or quality -gentlemen’s game…The following traits of industry leaders are signs of possible vulnerability: -struck in the middle -unhappy buyer -pioneer of current industry technology -very high profitability -history of regulatory problems -weak performer in the parent company portfolio.”

Regards,

Omar Halabieh

Competitive Advantage

On The Hundred-Year Lie

I recently finished reading The Hundred-Year Lie – How Food And Medicine Are Destroying Your Health by Randall Fitzgerald.

Below are key excerpts from the book that I found particularly insightful:

“An effect of this contamination is that we are now one of the  most polluted species on the face of this planet,” contends Paula Baillie-Hamilton, an Oxford-educated physician in Britain who is one of the leading authorities on toxins in food. “Indeed, we are all so contaminated that if we were cannibals our meat would be banned from human consumption.” How did we become so toxic? What thrust us as a culture and as individuals onto this slippery slope? How can we navigate our way back to a healthier and less toxic future? These were some of the questions that haunted me as I undertook the research for this book.”

“However, broadly speaking, the evidence indicates that most naturally occurring foods and medicines are healthy for us, as they have been for our species for thousands of years, while many if not most synthetic chemicals in foods and medicines pose some health risk. Exposure to a few toxic substances, or to a wide range of molecules from a variety of synthetics, may not trigger illness or disease in you. But the again, it might. Medical science simply cannot predict who is susceptible to which chemicals, at which dosage levels, or how synergies create toxic conditions in the human body These risk-factor uncertainties during the normal course of our lives constitute a form of biological Russian roulette that each of us plays with our bodies every day based on our food. medicine, and environmental choices.”

“By willingly participating in the risky synthetics paradigm we have implicitly agreed to a social contract in which we are each playing the role of guinea pig in a continuing chemical and genetic experiment. Some of us will sicken or die during this experiment. A few of us might mutate and evolve effective immune system defenses. Others of us will decide to no longer play this deadly game. Once the genie of awareness is set loose, once denial is penetrated and the truth is spoken, none of us is have an excuse to play the innocent victim anymore.”

“One of the more obvious recurring patterns that emerges from reading the Slippery Slope Index is how often harm is inflicted on human health because of insufficient testing of new chemicals, especially testing of the long-term health effects. ^s we will see in Part II, entrenched institutional forces within the economy and government cooperate to keep the public largely unaware of the extent to which a toxic threat exists within their foods and medicines.”

“As we will explore in the next chapter, “disease industries” have sprung up in response to the health ravages of synthetic chemical foods, but what they offer as remedies for symptoms simply become additional toxic body burdens for us to bear.”

“Our nations waste^water treatment plants are simply too unsophisticated to remove synthetic chemicals before water is recycled back into the environment. Nor can our municipal water treatment plants, despite the use of chlorine, neutralize all of these synthetic chemicals before we drink the tap water or bathe ourselves in it. Not only that, but most of the nations so.ft drinks and beers are made with municipal tap water, which means we are slowly and cumulatively drugging ourselves in multiple ways.”

“Our culture treats medical emergencies and the symptoms of illness and disease relatively well in the short term, thanks to remarkable technological advances in medical science. We are mostly failures, however, when it comes to the prevention of illness and disease and in understanding the importance of using diet to enhance the strength of our immune systems.”

“As a result of a century of innovations in synthetic chemical manufacturing, we have inherited a virtually indestructible residue of toxins in the environment. Synthetic chemicals have seared into nature a seemingly immortal stamp. Whether they are pesticides or pharmaceutical drugs, what all of these ; synthetic chemicals set loose among us have in common is the identity of having been conceived by chemists and birthed in laboratories to be “magic bullets.” They were intended to either kill something, preserve something, clean something, or mask the symptoms of something. Now we mi;t consider the prospect that some of these chemicals will survive longer than the species who created them.”

“Now that we know animal studies may incorrectly imply the absence of risk in humans and that animal tests showing harm may not indicate a real danger to people, where does that leave us regarding health concerns from chemical exposure? The simple answer is that we should use the results of animal tests in biomedical research as suggestive of harm or of safety and not as predictive.”

“Protecting ourselves from what we don’t know can harm us sometimes requires a a leap of faith into self-reliance. When authority figures and institutions fail us, when the resulting apocalyptic scenarios challenge our ability to cope, we have five thousand years of ancient wisdom about food and medicine to fall back upon.”

“For those of you who choose to believe that government or industry or science will rescue us in the near future, consider the following reasons why that hope may be naive: 1. We cannot completely rely upon government at any level to protect us…2. We cannot rely upon manufacturers to place our health above profit margins…3. We cannot completely rely upon science to predict what is healthy or harmful.”

“There is a straightforward three-step process you or anyone can initiate u become serious about protecting your health. 1. Limit your exposure to synthetic chemicals of all types at all times. 2. C Get yourself tested to determine your chemical body burden. Develop a detox strategy for yourself to eliminate the toxins detected in your body.”

“9 PRACTICAL STEPS YOU CAN TAKE…1. Study the Labels…2. Replace Home Pesticides…3. Drink Wheatgrass juice…4. Do Intermittent Fasting…5. Detox with Saunas…6. Eat Organic Foods…7. Choose Nutritious Organics…8. Compile a Personal Toxins List…9.Read and Sign the Declaration.”

Regards,

Omar Halabieh

The Hundred-Year Lie