Probability Thinking

If we weigh two alternatives, say job A and job B, then we weigh their respective priority. Each job has a certain probability of realization, which may change while we are weighing, whereupon the probability of the other one immediately adapts. That is, if we prefer job B, job A becomes less probable but remains accessible for a while in the background. With Job B we choose an individual probability hierarchy as such to our reality.

What about the other applicants? They are also part of our probability hierarchy along with their decisions. They are aspects of our individual awareness, which as a whole chooses a new individual reality, a new probability hierarchy. Conversely, this means that the other applicants have their own awareness and choose their own probability hierarchies. In the respective awareness, we all meet, but do not merge.

If we now choose Job B through and through, the others will choose Job A or C in our reality; more or less conscious. The same applies to the others in their realities. There is no contradiction, for in every individual reality, from every perspective, it is a common choice. Even after I get Job B, I can be aware of my alternate realities in Job A or C, meaning the individual realities intermesh and interact. Therefore, it may not be easy to come to terms with yourself through and through. But once that is done, the corresponding reality follows inevitably.

There is also no perspective in which everyone chooses Job B through and through, because in the application situation the individual preliminary decisions of all applicants (and many others) for specific working conditions already converge: Only one person can have the job, not every one for an hour or all at once. And so, an all-want-job-B-through-and-through-situation would contain an inner contradiction pushing for resolution from the start: through a different choice of the candidates; preferably "on time", but also shortly before signing the contract. Please observe yourself in your application situations: I'll bet you already know in advance if you'll get the job - and basically agree (deep inside, predominantly). As notorious doubters we just like "bank shots" and let confirm us by the hiring manager. Nevertheless: The final decision of all parties may be made, as they wish, only at the last moment.

Simplistic, because it is more vivid, we can perceive all individuals as "cones" of their probable changes: We all move together like spirits (or ghosts) at a distance from each other under a single tissue of probabilities that adapts to our shapes and movements. The fabric shows the "visible" interweaving of our options and decisions, letting us guess even more potential. We must at least roughly coordinate our decisions for one or the other direction of movement with those of all other spirits to not distort the fabric too much or get caught up in it. The priorities and thus the probability shapes adapt to each other until they predominantly harmonize.

The probability of developments as a fifth dimension in addition to space and time not only makes us seeing black and white, but also recognizing a variety of alternatives in the background playing around us like waves. This in turn leads to a more conscious cooperation with others and an expanded awareness of our possibilities.

The next figures show Berta's "relations of choice":



Figure 3: While Berta changes her mind from Job A to Job B, which suits her more, her perceived alternatives are being restructured in the probability hierarchy.

Figure 4: Berta's awareness is in a joint decision-making and attuning process with that of her rival Alf. If she prefers Job B, he has to choose Job A. Both are aware of their alternative existence in the respective Jobs, and also of their respective rival. They form their respective as well as a collective hierarchy of probabilities, which from the conscious to the subconscious opt together for a priority new overall structure - for example, the one in which Berta has job B and Alf Job A. The alternative overall structure drops off as well as Berta's "single" alternatives in Figure 3.


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