Servant Leaders

For the past few weeks Leadership has been much on my mind. I’m fairly sure it’s on millions of other minds as well.

How should we think about leadership?

Social psychologist and leadership authority Martin Chemers calls leadership “a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task.” 1 According to his definition, an effective leader is somebody who’s good at getting everybody to pitch in and work as a team toward shared goals.

Nothing important can come to fruition without the combined efforts of a team. “The vital functions of organizational life,” Chemers stresses, “are accomplished by women and men working together. Thus, when we speak about coordinating organizational activities, we really mean coordinating the efforts of people. Social groups have developed the role of ‘leader’ to accomplish this coordination function.” 2 That’s a pretty good summary.

Good leaders

Someone who inspires us to come together in action. Deep in our hearts, we all yearn for great leadership. We’re looking to fulfill the inborn archetypal image of a stalwart visionary and guide who will unite us in social action.

It’s easy to confuse leadership with management. But they aren’t the same thing. According to businessdictionary.com, “Leadership is setting the tone of an organization, the broad objectives and long term goals will come from the leader, and then managers need to execute on a plan to attain them. A good leader doesn’t necessarily get caught up in all the details. Rather, he or she sets the plan, and inspires the people who will handle the details.” 3

Good leaders set goals at a broad level, and point a direction for movement toward these goals. They empower and mentor the members of their team, communicating and demonstrating their principles through personal example. The nitty-gritty work is the job of the managers. The most important job of leaders is to motivate everyone to pull together.

Boss and servant

Some people think the words “boss” and “leader” mean pretty much same thing. The boss must be the leader, because the boss has the power. So you have to follow the boss. These followers hope the boss is a good person; they certainly hope the boss will do right by them. Good or bad, though, the boss is in control, and therefore the leader.

That’s not really leadership; that’s the authoritarian model. Thinking this way is a mistake. Power isn’t leadership. Being a king or queen doesn’t necessarily mean you are a good leader.

A much better model is what’s been called the Servant Leader. This idea was most clearly stated by businessman and seeker Robert K. Greenleaf. According to Greenleaf, the overarching goal of a good leader is to serve. A Servant Leader shares power, puts the needs of the team first, helps each team member develop personally, and supports each in performing at the highest level of which they are capable. 4

Servant Leadership flips the king/queen idea on its head. Instead of the people striving to serve the leader, the leader strives to serve the people. According to a study done by Sen Sendjaya and James C. Sarros, Servant Leadership is being practiced in some of the top-ranking companies today. They maintain that these companies are highly ranked because of the style of their leaders. 5

Gold in jail

It was my good fortune to encounter a true leader at the very beginning of my career. I had signed on to do a clinical internship in the psychiatric unit of a large metropolitan jail. I was dismayed to find that the place was an absolute snake pit. The unit had been deteriorating for years under poor or absent leadership. Mentally ill inmates were being sexually and physically abused by staff. Inmates’ psychiatric medications were being used to keep them knocked out, not to help them. The administrative staff were corrupt, accepting bribes from suppliers who delivered spoiled food and sub-par medical supplies. Half the staff were under the mistaken impression that they were there to help punish the inmates, not to benefit them in any way.

Fortunately, the agency running the place was aware that a cleanup was in order. They hired an experienced manager to straighten things out. To protect his identity I will call him Mr. Gold. Because I was by then aware what Gold was up against, I didn’t have much hope that things would get any better. The out-of-control staff had perfected a great method for getting rid of anyone who tried to interfere with the status quo. Their track record was perfect. Every time a new manager came on board they made it too dangerous and too unpleasant to keep working there.

But I had underestimated Gold. I soon learned he was no pushover. He understood his job, and intended to do it. He spent the first few weeks interacting with all the staff, finding out what was going on. He systematically evaluated everyone. He wrote new procedures and job descriptions for all the staff, and made it clear he expected everyone to follow them. Threatened, the bad guys ratcheted up their program, moving from resistance to outright intimidation. First, they cut the fuel line in Gold’s car, so that it caught fire on his way home, and burnt to a crisp. He got out in time. Shockingly, he showed up for work the next day. Then someone fired a shotgun blast through the windshield of his new car as he was leaving the parking lot. To the utter amazement of everyone there, myself included, he again showed up for work the next day.

It dawned on me that I was in a drama straight out of a western movie. There was a new sheriff in town, one with the guts to face down the bad guys. I was in the presence of a brave and true, honest-to-God leader.

Gold had a vision for what he wanted the place to become. Through his own example he inspired the good apples among his staff to follow him into that future. The bad apples jumped – or were pushed – out of the apple barrel one by one. Under Gold’s leadership, the snake pit gradually morphed into a real treatment facility.

Even as an intern I admired Mr. Gold, and knew I wanted to be like him. What I didn’t realize until years later was that this was my first encounter with a Servant Leader. He was working not just for himself, but for the benefit of everyone on his team, and of everyone served by his team. We all ended up better for the experience. Later I became a manager myself, and played sheriff in similar dramas. I found that his leadership style had seeped into my own. I now know that I owe Gold a debt I can never repay.

Schlager star Helene Fischer

A “stellar” leader

Mr. Gold was my first Servant Leader model. I am fortunate to have others now. It’s easy to overlook leaders who aren’t in obvious leadership positions like “elected official” or “corporate executive.” The leader I most admire now is a woman in the entertainment biz. Her name is Helene Fischer, and I’ve been following her career for several years. Though she is a bona fide superstar, most people in the US have never even heard of her.

This star is almost unknown in the US because she is shining in a different universe. Helene Fischer is a German entertainer, and quite a successful one at that. Her genre is “schlager,” a kind of music with no direct counterpart in the US. If you can imagine a dance-friendly combination of pop, country, disco, and folk you will be in the ballpark. Helene has a huge following in Germany. When on tour she plays to audiences of 40,000 to 70,000. She has won dozens of awards. 6 Each of her eight studio albums has gone gold or platinum. Her 2013 album “Farbenspiel” (“Play of Colors”) went platinum in just five days, and then multi-platinum. And she has released several DVDs covering her tour performances.

One measure of an entertainer’s success is earnings. Forbes magazine recently ranked Ms. Fischer as the eighth highest paid female entertainer in the world, pulling in $32 million in 2018. The top three positions were filled by Katy Perry ($83 million), Taylor Swift ($80 million), and Beyoncé ($60 million). 7

A simple ranking by income is misleading, though. The top earners on the Forbes list are all based in the US, and play to that market. The US population is currently a little over 325 million. The population of Germany is about one fourth that, at 83 million. Further, the average disposable income in Germany is considerably less – about $34,000, compared to the United States average of about $44,000.

Though fans’ willingness to part with their money may not itself be love, it most certainly reflects an artist’s appeal. And the most direct reflection of appeal is how much the average citizen is willing to pay the artist. Ranking the Forbes list top earners this way, Helene comes out head and shoulders above anyone else. Her 2018 efforts attracted an average of 37 cents per German citizen. That’s 40 percent more than runner-up Katy Perry (at 26 cents per citizen). Taylor Swift comes in third (at 25 cents), then Beyoncé (18 cents), and then Pink (16 cents). Fischer’s lead is even more impressive given the average German’s smaller disposable income. By this measure Helene Fisher is the world’s most engaging entertainer.

What exactly accounts for her appeal? For starters, her voice is powerful, full-ranged, and exceptionally expressive. Her versatility is simply unbeatable. She is formally trained in voice, acting, and dance performance, a graduate of Frankfurt Stage and Musical School. She speaks three languages fluently (German, Russian, and English) and sings capably in others including Italian and Spanish. She sticks to a positive, value driven message in all of her songs.

She’s incredibly fit physically. She’s into acrobatics, a skill she wove into her latest tour, performed in collaboration with Cirque de Soleil. Helene is smart, highly skilled, unpretentious, fearless, and charming. Oh, and she’s also beautiful, and alarmingly sexy. These things undoubtedly contribute to her success.

Performer Helene Fischer on trapeze
Fischer on trapeze

Note: Although Helene’s English is perfect, she sings primarily in German. Her English performances are often in duet with English-speaking singers, for example James Blunt and child singer Celine Tam. At the end of this article are links to some of her English songs on YouTube.

It’s about leadership

But the focus of this blog is neither cash flow nor stardom. The focus is leadership. Here’s the connection: Ms. Fischer is not just the star of her shows, but their executive producer as well. It’s here that she shines as a Servant Leader.

Executive Producer Fischer

More to the point, a vital part of her success as an entertainer is her exceptionally effective leadership style. Fischer’s tours typically include her own band, backup singers, fifteen or sixteen superb dancers, and an extensive stage crew. She has full-time musical and dance directors, a choreographer, and a slew of technical managers. She has shown over and over that she can bring together all members of a team, and instill in them a sense of partnership in their common goal. Like a general willing to fight alongside the troops, she models the attitude, commitment, and the values she represents. Helene never forgets that she is riding on the shoulders of her team and her fans. She repeatedly and gratefully acknowledges them both onstage and off.

A critical element of Helene’s style is developing a relationship with each of her team members. This is evident in her documentary videos, in the comments of her team members, and in the remarks of her public. A fan who observed the taping of her most recent Christmas show was impressed that “Helene knew all the names of those who worked for her: the engineers, the band, the dancers, the light people, the sound people, even those who tore the stage down and put it up again – all 250 of them.” 8 This bond is evident in a video of her performance of “Nur mit Dir” (“Only With You”), an emotional tribute to the onstage and offstage members of her 2018 tour team.

Leadership lessons

Our parents or caretakers are our first leaders, and they quite naturally infuse us with their style. As a psychotherapist, I know how important this early exposure can be. It can leave a child with a mistrustful or resentful attitude toward authority, or it can prepare the child to work constructively with teams. It can bias that child to become a good or a bad social influence later in life.

Learning to tolerate crappy leadership growing up can be crippling, instilling permanently defective boundaries. The child can become a submissive sheep, unable to recognize or deal with bad or abusive authorities. Someone with boundaries damaged in this way can mistake a dictatorial boss for a good leader. Alternatively, the child can become an alienated rebel, refusing to accept any authority at all. Either way, the end product is a dysfunctional adult, unable to work constructively with groups.

Inevitably, those we view as leaders serve as models for our morality. This is a blessing when leaders are good. We absorb morality from them automatically, without even intending it. But the same thing happens with rotten leaders. Prolonged exposure is corrosive. Over time, and whether we intend it, exposure to models of bad values can degrade our own.

Trickle-down economics may not work, but trickle-down morality is real. Over time bad models produce lawlessness at all levels, from corporate irresponsibility to disregard for traffic laws. That’s reason enough to insist on great leadership.

Songs in English by Helene Fischer

The titles in this first section are at least partly in English (click to view):

To see Helene in superstar mode, try the following. In German.

Notes and references

  1. Chemers M. An integrative theory of leadership. Lawrence Erlbaum Associates, 1997. Page 1.
  2. Chemers M, 1997. Page 4.
  3. http://www.businessdictionary.com/article/1024/leadership-vs-management-d1412/
  4. Sendjaya S, Sarros JC. Servant Leadership: Its Origin, Development, and Application in Organizations. Journal of Leadership and Organizational Studies, 2002, 9, 2, 57–64.
  5. Sendjaya S, 2002. Page 57.
  6. Helene Fischer has received the following awards (number of occasions, name and type): 3 Bambi (excellence in international media and television); 16 Echo (outstanding achievement in the music industry); 7 Goldene Henne (the biggest audience award in Germany); 2 Goldene Kamera (international performers in film and television); 4 Krone der Volksmusik (achievement in folk music); 1 Romy (excellence in TV performance); 1 World Music (the world’s best-selling artists)
  7. https://www.forbes.com/sites/zackomalleygreenburg/2018/11/19/highest-paid-women-in-music-2018-katy-perry-taylor-swift-beyonce/#6d213b9c6a24
  8. Alex Moller Hansen. https://tyskschlager.dk/die-helene-fischer-show-d-78-december-2018-i-dusseldorf/

Real Zombies

A sad, puppet-like zombie.
A sad zombie

There are literally thousands of books and movies featuring zombies. In books and movies, human beings can be transformed by disease or curse into mindless horrors driven either to eat your brains, or – worse – to infect you so that you turn into a zombie yourself. The zombie theme is woven deeply into our culture.

We seem strangely preoccupied with these monstrously “undead” creatures. Why does this theme turn up so often in our fiction? Could it be that our obsession with fictional zombies reflects a real-world concern? Do zombies, or something like zombies, actually exist in nature? Surprisingly, the answer is yes. It all has to do with the influence of parasites. And that’s the topic of this blog.

Researchers have determined that parasites turn their hosts into zombies whenever they can. They do it for the most understandable of reasons – zombifying their hosts helps them to survive and reproduce. Parasites evolve ways to redirect host behavior so that it favors the parasites’ own reproduction. Almost all parasites cause their hosts to act in specific ways that support the parasite’s lifecycle.

Zombie mice

One better-known example – one that has been in the news a lot lately – is the parasite toxoplasma gondii. T. gondii is known to change the behavior of infected mice to make them more likely to be eaten by cats, their natural predators. The “zombified” mice are influenced to act in ways that directly threaten the mouse’s own interests.

Normal mice are terrified when they detect the odor of cat urine. Cats are their natural predators. So in response to the odor normal mice either hunker down out of sight, or run away as far and as fast as they can. But mice infected with T. gondii act very differently. They don’t seem to be afraid of the smell. Instead, they appear intrigued by it, and sometimes follow the odor to its source. In addition, in a very un-mouselike way they become more active, and so draw attention to themselves.

These behavioral changes clearly are not in the mouse’s interest; they greatly increase the odds that it will be eaten by a cat. But their altered behavior does suit the needs of the parasite. That’s because in order to complete its reproductive cycle this particular parasite must transfer itself from the body of the mouse to the body of a cat. So the parasite has evolved the means of converting the mouse into a zombie assistant that helps it reach this goal.

It ain’t magic

How in the world could T. gondii make a zombie out of a mouse? Though it might seem like magic, it’s really biochemistry.

T. Gondii forms cysts near neurons in the brain, excreting chemical that influence behavior.
T. gondii inserts a cyst into the brain

T. gondii forms cysts that nestle inside the mouse’s brain and excrete chemicals that redirect brain activity in a way that favors parasite transmission.

Responding to those chemicals, the zombie mouse is attracted to the smell of cats, is less fearful, and is more likely to move around actively. The upshot is that T. gondii changes the mouse into a different creature – a zombie that serves the interests of the parasite.

Although this zombie story is interesting, it may not at first seem relevant to our own lives. But it is indeed relevant. Unfortunately, a significant percentage of the humans on the face of this earth are also infected with T. gondii. The reason we are vulnerable to infection is that some of our closest animal relatives are the prey of big cats. In Africa, monkeys and apes are frequently eaten by large felines. In fact, primates constitute a large part of their diets.

One group of researchers looked at our closest relative, the chimpanzee. They found that infection does change a chimp’s behavior. For example, “Toxoplasma-infected animals lost their innate aversion toward the urine of leopards… their only natural predator.” Chimp zombies. 1

Your zombie neighbor

Humans are primates. So humans are subject to T. gondii infection. Studies confirm that a sizable percentage of the world’s population – about one third to one half – harbor the parasite. In fact, T. gondii has inserted behavior-manipulating cysts into the brains of up to half the humans on planet earth. Incidence varies with the country, ranging from 20% to 80%. The rate in the US is toward the lower end of the range. 2  But that’s still a minimum of one out of every five citizens.

It’s natural to wonder whether T. gondii changes human behavior, as with its other hosts? Once again, the answer is yes. Because our biology is pretty much the same as the rest of the primate group, it makes sense that the parasite would affect our bodies and our behavior in a similar way.

Image of disembodied hands grabbing a woman's head.
T. gondii influences humans too.

Research confirms that T. gondii does indeed impact many aspects of human life – an eye-opening reality that we are just beginning to appreciate.

In what way does T. gondii change us? The alterations in behavior provoked by T. gondii infection are in fact numerous, and are substantially different for men and women. 3  Personality changes are detectable with standardized tests such as Cattell’s 16PF. Researcher Jaroslov Flegr undertook a review of 11 studies, and concluded that

Consistent and significant differences in Cattell’s personality factors were found between Toxoplasma-infected and uninfected subjects in 9 of 11 studies, and these differences were not the same for men and women… The personality of infected men showed lower superego strength (rule consciousness) and higher vigilance (factors G and L on Cattell’s 16PF). Thus, the men were more likely to disregard rules and were more expedient, suspicious, jealous, and dogmatic. The personality of infected women, by contrast, showed higher warmth and higher superego strength (factors A and G on Cattell’s 16PF), suggesting that they were more warm hearted, outgoing, conscientious, persistent, and moralistic. Both men and women had significantly higher apprehension (factor O) compared with the uninfected controls. 4

Do these personality differences have any real-world consequences? Again, yes. Infection makes men more willing to take risks; studies indicate that infected men are nearly three times more likely than non-infected men to be involved in automobile accidents. 5  This effect is almost completely reversed in women, whose risk-taking declines.

Parasites. Zombies. It’s important to understand that the “zombie effect” is not unique to T. gondii. Every parasite will, if it is able to do so, influence the behavior of its host to favor its own reproduction.

Is every parasite that infects a host a different animal, a different species? No, and this is really curious. Some parasites spontaneously develop from within the host. Cancer, for example, begins when one of the cells in an animal abandons the animal’s interests and begins acting in its own interest instead. The cancerous cell is a cell that has gone rogue. Its own reproduction has become an end in itself. It becomes a tumor. Bizarrely, cancer can be interpreted as a parasite that has emerged from within.

Zombifying habits

Now here’s something really interesting: Habits can go rogue in the same way that the cells of our bodies can turn cancerous, coming to serve their own interests rather than ours.

A zombie gulping addictive drugs
The zombie-like behavior of the addict.

If we ask ourselves what human behaviors seem most zombie-like, we will invariably turn our attention to addictions. Addictive habits bear a striking resemblance to the zombie behavior of parasitized animals. The zombie-like addictive pattern doesn’t serve the interests of the addict. In fact it often destroys the addict. But the pattern does serve to perpetuate the addiction itself. It’s my belief that addictions can be interpreted as cancerous habits, parasitic behavioral patterns, habits gone rogue.

The zombifying influence of parasites is one of the topics in my latest book, Rogue Habits. If this strikes you as an interesting topic, you can read more about it in a somewhat more formal paper “Zombies Among Us.”

References

  1. Poirotte C, Kappeler PM, Ngoubangoye B, et al. Morbid attraction to leopard urine in toxoplasma-infected chimpanzees. Current Biology, 2016, 26, 3, R98-R99. Page R98.
  2. Henriquez S, Brett R, Alexander J, Pratt J, Roberts C. Neuropsychiatric disease and toxoplasma gondii infection. Neuroimmunomodulation. 2009, 16, 2, 122-33. Page 122.
  3. Flegr et al. Induction of changes in human behavior by the parasite protozoan toxoplasma gondii. Parasitology, 1996, 113, 49-54.
  4. Flegr J. Effects of Toxoplasma on Human Behavior. Schizophrenia Bulletin, 2007, 33, 3, 757–760. Available online at https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2526142/
  5. Flegr J et al. Increased incidence of traffic accidents in toxoplasma-infected military drivers and protective RhD molecule revealed by a large-scale prospective cohort study. Biomed Central Infectious Diseases, 2009, 9, 72.

Understanding Jung’s Archetypes

Copyright © 2019 by Tom Whitehead. All rights reserved.

Carl Gustav Jung

Mindlessly indulging my YouTube addiction this week, I was fortunate to stumble across John Freeman’s 1959 interview of Swiss psychiatrist Carl Gustav Jung. 1 Jung was over eighty years old at the time. Since Jung’s ideas on archetypes and the collective unconscious are an important part of my thinking, I enjoyed hearing him discuss them in his own words and voice.

In my opinion (and the opinion of many others) Jung was one of the greatest psychological theorists of all time. He was brilliant. Even so, when he tried to explain the “archetype” and the “collective unconscious” he had trouble conveying exactly what he meant. As he himself acknowledged, “probably none of my empirical concepts has met with so much misunderstanding as the idea of the collective unconscious.” 2 There are several possible reasons for this communication failure.

The first of these stems from Jung’s being an introvert. He was relatively isolated from the mainstream world of his fellow theorists. This distance carried both advantages and disadvantages. On the advantage side, the gulf between Jung and his peers meant that his ideas were truly his own. And this accounts for much of their originality. On the disadvantage side, genuinely original ideas are easily misunderstood precisely because they are out of the mainstream. They are unfamiliar, and so harder to accept.

A second reason stems from the atmosphere of caustic criticism that was so characteristic of the era in which he wrote. This was the time when behaviorism was in full bloom. Any discussion of intrapsychic life provoked accusations of scientific naiveté and professional ridicule. Given this atmosphere, it’s possible that Jung was motivated, perhaps unconsciously, to keep his ideas out of the reach of critics, and so protect them from misguided attack. In other words, he may have been hiding his conceptual baby from the wolves circling his cabin.

A third reason for the misunderstanding is that despite his impressive intellect, and despite his huge output as a writer, Jung wasn’t super effective at expressing his insights to others in terms they could actually understand.

Finally, as a clinician, Jung wrote mostly about the psychology of humans, rather than animals in general. But as his writings make clear, the concepts of archetypes and the collective unconscious apply not just to humans but to all animals. Each and every animal species inherits a collection of such archetypal patterns. The psychology of humans is far more complex than that of most animals. Ironically, he may have been clearer when describing animal archetypes than when describing those of humans.

For these reasons, and perhaps others, Jung’s ideas struck many as esoteric or ineffable. As a 1970s article in the New York Times put it, “his statements about the collective unconscious often seemed vague and won him the label of ‘mystical’ — a euphemism for ‘unscientific and soft-headed.’ ” 3

But Jung wasn’t unscientific. Although the rigid-thinking, behaviorally-minded psychologists of his era largely ignored his work, Jung formulated his concepts to fit careful, real-world observations. The Times article goes on to concede that Jung was “anything but soft-headed, and he saw the hypothesis of a collective unconscious as opening up a whole new territory for psychological research.” 4

Jung’s conclusions about archetypes and the collective unconscious were in no way mystical. As he repeatedly stressed, they are both evidence-based and practical. In fact, Jung felt that the archetype concept is a key that unlocks an understanding of all animal behavior, human or otherwise. I heartily agree.

Psychology: the orphan science

The sciences are all interrelated – except psychology. Physics is connected to chemistry, and chemistry is connected to biochemistry and biology. Even astronomy and geology relate to physics. So where does psychology fit in the grand scheme of science? That has never been clear. We would expect psychology to be linked to biology. And up until the turn of the last century it seemed to be headed in that direction.

Then a bizarre twist of history torpedoed that potential connection: the behaviorist movement bumped psychology into an entirely different trajectory. Behaviorists set out to make psychology a thing in itself, equal in stature to the other sciences, but with no clear connection to any of them.

A perfect example of the disconnect lies in the way behaviorists dealt with animal instincts. Instinct is the single most obvious point of contact between biology and psychology. Instincts clearly guide an animal’s perception and behavior; and it is just as clear that they are part of the animal’s biology. Animal instincts are visibly quite real. It’s obvious that different animals have different instincts, and equally obvious that their instincts shape both their behavior and their psychology. Because these truths are self-evident, the rationale for extending the instinct concept into psychology is something of a no-brainer.

And yet, for about 50 years mainstream psychology insisted that instinctual differences could be safely ignored. Instead, behaviorists focused their efforts on discovering general “laws of learning” that were independent of the instinctual biases of the animals they used in their research.

Strangely – very strangely – behaviorists further proclaimed that the path toward a “real psychology” lay in dismissing anything that was in any way psychological. The behavioral movement banned any consideration of awareness, experience, or consciousness – the very things that had, to that point, been the cornerstones of psychology.

Psychology’s crown

In the end, the behaviorist approach failed to create a “real psychology.” The movement was a bust. It failed largely because behaviorists turned a blind eye to the differences in instinct among the animals they were studying. The link between biology and psychology does lie in instinctual differences. So understanding that link was the very thing that would have guided researchers toward a “real” science. Here’s the irony: Behavioral psychology, metaphorically speaking, was feverishly searching for its missing crown everywhere but on its own head.

That long-sought crown is none other than Jung’s archetype concept. The cluster of archetypes he labeled the “collective unconscious” is the entire set of a species’ instinctual, biologically determined ways of perceiving and behaving. As Jung put it, the instincts “form very close analogies to the archetypes, so close, in fact, that there is good reason for supposing that the archetypes are the unconscious images of the instincts themselves, in other words, that they are patterns of instinctual behavior.” 5

The archetype is a biological concept extending naturally into psychology, and so it connects biology to psychology. Jung presented this key insight to the psychological community on a silver platter. But to his great frustration he found his colleagues unable to comprehend or accept it.

Is the archetype concept difficult?

The goal of this little essay is to explain archetypes clearly. The basic idea is not really hard to understand. It’s a mistake to prepare for a “difficult” concept. Think of tensing up to lift a heavy boulder, only to find the “boulder” is just a pebble. Your extra effort can shoot the pebble over your head.

An archetype is just an instinctual pattern. It is an inherited predisposition toward a specific way of perceiving, thinking, feeling, or behaving. Like any other part of an animal – a leg or a heart or a liver – it is a legacy bequeathed by all the generations that went before. Jung’s (unnecessarily mysterious) name for the entire collection of inherited forms is “the collective unconscious.”

Jung argued that if animals have instincts – and they obviously do – then these instincts must be imprinted not just in their behaviors, but in their psychology as well. So instincts and archetypes are really part of the same bundle. This is as true for human beings as it is for all other animals.

Jung wrote,

Just as the human body represents a whole museum of organs, each with a long evolutionary history behind it, so we should expect to find that the mind is organized in a similar way. It can no more be a product without history than is the body in which it exists… I am referring to the biological, prehistoric, and unconscious development of the mind in archaic man, whose psyche was still close to that of the animal. This immensely old psyche forms the basis of our mind, just as much as the structure of our body is based on the general anatomical pattern of the mammal. 6

The collective unconscious of any particular animal is simply the entire collection of the species’ archetypes. As historian Jacqueline Elliott puts it, the collective unconscious is …

… part of the unconscious mind present in all species with nervous systems, and represents how structure of the psyche organizes experience. It is distinct from the individual unconscious, which is a personal collection of experiences pertinent to that particular person. The collective unconscious contains archetypes and emotionally toned experiences derived from our ancestors which affect our behavior whenever experience simulates a biologically inherited response tendency, and is also responsible for myths, legends, and religious beliefs. 7

Jung stressed over and over that accepting the reality of the collective unconscious is “no more daring than to assume there are instincts.” It should be easy to believe that instincts are expressed not just in our behavior, but in our mental life as well. He wrote, “One admits readily that human activity is influenced to a high degree by instincts, quite apart from the rational motivations of the conscious mind.” 8

Nobody seems to be confused by instincts. We accept them at a common-sense level. Suppose I were to talk politely to a rattlesnake and pat it kindly on the head. Would anyone be shocked if it bit me anyway? Its behavior is guided by its instincts, and those instincts are common to its species. Striking in that way is part of the rattlesnake’s nature. We have to assume that the idea of a “threat” is somewhere in the snake’s inherited psychology, in its collection of inherited archetypes. It experienced me as a threat despite my kind words, and dealt with me accordingly.

When my dog barks at my neighbors, I may be irritated, but I’m not surprised. My dog’s behavior is guided by its instincts. And those instincts are common to its species. We have to assume that somewhere in the dog’s inherited psychology, in its collective unconscious, is the idea of an “intruder on its territory.” The dog perceives the neighbors as intruders, and acts accordingly. That’s not really confusing either.

We can apply the same idea to people. To illustrate, most of us perceive some of our peers as “friends,” and others as “enemies.” Humans do this, and do it in a way that’s pretty much the same from person to person. The readiness to classify others this way is part of our archetypal heritage. The ability to experience “friends” and “enemies” implies that the readiness to see others this way is built into us. These images are part of our collective unconscious.

That shouldn’t be confusing. But apparently it is. Especially mind-blowing, it seems, is Jung’s insistence that we remain completely unaware of our archetypes until they become actual thoughts, percepts, or behaviors. Though archetypes shape all our ideas, and though they are the backbone of our every mental image, they are neither ideas nor images themselves. Yeah, that’s an uncommon idea. And one that definitely adds to the confusion. Omnipresent but unconscious. Whatever could Jung be saying?

“Forms” of experience

The paragraph that follows is one of Jung’s many attempts to reveal the nature of the archetype. Each sentence is entirely accurate. Is the end result greater clarity?

The archetypes, which are pre-existent to consciousness and condition it, appear in the part they actually play in reality: as a priori structural forms of this stuff of consciousness. They do not in any sense represent things as they are in themselves, but rather the forms in which things can be perceived and conceived. Naturally, it is not merely the archetypes that govern the particular nature of perceptions. They account only for the collective component of a perception. As an attribute of instinct they partake of its dynamic nature, and consequently possess a specific energy which causes or compels definite modes of behavior or impulses; that is, they may under certain circumstances have a possessive or obsessive force … 9

Though it is technically accurate, you could easily get heartburn trying to digest this “clarification.” Jung’s illuminations frequently failed to illuminate. Yet in the above paragraph he comes maddeningly close to communicating what he really means! He says archetypes are “a priori structural forms.” If only he had used the analogy of an actual paper form! He could have compared an archetype to a literal form, a sheet of paper with blank spaces waiting to be filled in. That really would have made things clearer. Everybody understands forms! That’s something we’ve all experienced, something to which each of us can relate.

A blank form IRS 1040. It isn't a real tax return - yet. It has to be filled in before it becomes something real.
Blank form

A blank form doesn’t amount to much. It’s just a blank form. A blank IRS form 1040 has no meaning until you fill in your income data. The blank form isn’t a real tax return. It has nothing to do with you. But with all the right information in all the right places, it changes from something abstract to something real. Each blank in the form lends significance to the data you put into that blank.

When all the spaces are filled the whole becomes an object with meaning. It becomes a real tax return, your tax return. When Jung uses the word “forms,” this is exactly the kind of thing he is talking about. An archetype is a structure already set up to contain an experience, an inherited blank form that hasn’t been filled in yet. It can be filled in many different ways. The form itself never changes. It can’t change, because it’s part of the inherited structure of the brain. Yet each different filling will become a separate, distinct experience. And not until the form is filled in with data will it enter our awareness. Only then will it become a conscious thought or image, or an actual behavior.

These “blank forms” are the instinctual predispositions reflecting the way an animal’s ancestors have gone about making their living in the world. Forms waiting behind the scenes, so to speak. Each is a thing that will not come alive until it acquires content. The blank form is the unconscious archetype; the filled-in form is the conscious image or percept, or the concrete behavior. The structure exists before the experience.

Here’s a concrete example. All primates are born with brains “pre-wired” to recognize faces (and hands, and presumably other body parts). That is, there is a form built into the neural structure of the primate brain that transforms a certain set of incoming stimuli into “a face.” And another structure that enables the subjective experience of “a hand.” 10

People are primates. Babies are fascinated by faces as soon as they are born. Over the course of a person’s life he or she will come to know many different faces. Though each face is a different experience, all are based on the same brain structure. Should that structure be destroyed through illness or injury (as sometimes unfortunately does happen), the individual would no longer recognize a friend’s face even if staring directly into it. The data would still be coming in through the eyes to the brain. They would still see something there. But without the archetypal form to contain the data and give it meaning, that something wouldn’t be “a face.”

The same is true of animal activities. We know that both dogs and people come into the world instinctively equipped to recognize certain activities as “play,” and other activities as “serious.” The classification is based on archetypes. Neither dogs nor people have to learn that distinction. The archetypes stay out of our awareness until they become actual experiences of one sort or the other.

Archetypes and OOP

Comparing archetypes to blank forms helps clarify how psychological structure can exist without there being anything definite in awareness. Surely Jung must have had experiences with paper forms, so we might wonder why he didn’t use the analogy.

But in modern times, in the computer era, we can make use of an analogy that’s even more accurate. Computers didn’t exist in Jung’s time, and neither did computer programming. So he had no opportunity to compare archetypes to the “classes” of Object-Oriented Programming (OOP). Archetypes and OOP classes are amazingly similar.

Many modern programming languages are “object-oriented.” Examples are languages like Python 11 and Ruby. 12 These languages use units of code called “classes.” A class is a chunk of computer code that can be re-used over and over.

An example of code in the Python programming language.
Python code

As one programming textbook puts it, a class serves as “a blueprint or archetype” 13 for a general category of specific computer behaviors.

An OOP class is like a blank form that hasn’t been filled out yet. Until it is filled out, it’s nothing. It doesn’t make anything happen on the computer. But when properly filled out it springs to life as an active “object,” a computer activity that is one instance of the class. An example will help clarify the relationship between an OOP class and an object of that class.

Suppose a programmer is writing the code for an auto-racing game. She might set up a class that she names “Vehicle.” Her Vehicle class is like a form that hasn’t been filled out yet. It might have blank spaces for Make, Model, Engine Power, Color, Special Equipment, Weight, and so on. 14 When she has finished writing the code for the class, she can create objects of that class simply by filling in all the blanks. Each time they are filled in, a newly created vehicle will spring to life on the screen. The class itself is only a structure, a blank form. But the vehicles, objects of the class, are real. Each becomes an actual car on the computer screen, one that looks and handles like the one she has defined. 15

The Vehicle class can be filled out or “instantiated” as additional objects as many times as the programmer wishes. She doesn’t have to create the class again. She can if she wants, and without any additional work, create hundreds of cars of different types. Each time she fills in the blank spaces with different information, an additional car appears on the screen. And the new car will look and act very differently from the others. Yet all of the cars are objects of the same class. That single class can – without any coding changes – be used to instantiate a Ferrari, or a 10-ton truck, or any one of thousands of other vehicles. 16

Setting up a reusable Vehicle class takes a lot of work up front. But it’s worth it, because from then on the programmer is home free. She can use the Vehicle class to create any kind of car she wants. Each new car object is just another instance of that single Vehicle class. So the relationship between the single class and the many instantiated objects is just like the one that exists between a single unconscious archetype and the many conscious mental images based upon that archetype.

OOP classes are forms without content – blueprints for something that can become real. But they don’t become real objects until they are instantiated, until they have been fleshed out with specific data.

This is just the way Jung’s archetypes work. They are forms that can be instantiated as often as needed. Archetypes aren’t actual experiences until fleshed out to become specific percepts, concepts, or behaviors. And instantiating an archetype doesn’t change it in any way. Each is an inborn pattern, a form we don’t experience until it is given concrete expression. Archetypes are universal internal blueprints for the percepts, ideas, figures, emotions, and actions that have been important in the lives of our ancestors. We re-use these blueprints as required to assist us in our survival – much as the programmer instantiates new cars that express her Vehicle class.

Is this just an analogy?

I have expressed the idea that OOP classes are a wonderful analogy for Jung’s archetypes. But when an analogy is point-for-point perfect, we start to wonder if it’s more than an analogy. We can explain the flight of an airplane through analogy to the flight of a bird. Both plane and bird have wings, both can sail through the air, both must expend energy to sustain their flight. Although a plane is certainly not a bird, comparing the two can aid our understanding. So it’s sensible to compare them. On the other hand, it is not sensible to say that robins or seagulls or finches are like birds. They aren’t just like birds; they are birds.

When something is like something else, we can use one in an analogy to help us understand the other. But when two things are very, very similar we usually decide they are two instances of the same thing. I hope I have made it clear that Jung’s archetypes are indeed very, very similar to OOP classes. So I’d like to suggest that archetypes actually are OOP classes.

If archetypes are OOP classes, they somehow came into being without a human OOP programmer. Classes are composed by humans, but humans didn’t create their own archetypes. So some would argue that they can’t be the same thing. But that’s just a variant of the “intelligent design” argument, the one used by people who reject evolution by natural selection. Some folks can’t fathom how any of the complex features of living things could have evolved naturally. The vast majority of scientists, on the other hand, do believe even the most complex biological features were created through natural selection.

The behavior of lower animals like jellyfish, bacteria, and insects is rigidly programmed by evolution. Lower animals live a kind of robotic life. There is much more flexibility in the behavior of higher animals – animals like dogs, rats, horses, and people. Their flexibility depends entirely upon their inborn archetypes, the very insight Jung was trying to convey. Higher animals inherit not specific behaviors, but forms of behavior that can be instantiated in different ways through individual learning. Everything we see, think, or do begins with an inborn archetype. We flesh out that instinctive pattern by filling in blanks through our personal learning. Our every act starts with an archetype framework, is developed through individual learning, and ends as an established habit.

In striking contrast to what the behaviorists believed, Jung held that learning is not simply a matter of behavioral sequences being written on the blank slate of memory through “reinforcement.” All parts of our human behavior – including our experiences – are pre-structured by our inborn archetypes. Psychologist David Elkind expressed this truth rather poetically, describing our daily lives as a myth bequeathed to us by our ancestors – “a drama, if you will – in which archetypal characters, themes, plots and settings play a considerable role.” 17 Though the variety of human experience is staggeringly complex, each object within that variety is rooted in the standard equipment of an unchanging archetype. In Jung’s words,

There are as many archetypes as there are typical situations in life. Endless repetition has engraved these experiences into our psychic constitution, not in the form of images filled with content, but at first only as forms without content, representing merely the possibility of a certain type of perception and action. When a situation occurs which corresponds to a given archetype, that archetype becomes activated and a compulsiveness appears, which, like an instinctual drive, gains its way against all reason and will … 18

A happy ending

Jung may not have convinced the scientists of his era that his insights would prove central to the development of a scientific psychology. But he himself did not doubt it, and neither do I. Toward the end of his life he expressed deep satisfaction with his contribution.

Thus my task was finished, my work done, and now it can stand. The moment I touched bottom, I reached the balance of scientific understanding, the transcendental, the nature of the archetype per se, concerning which no further scientific statements can be made. 19

Notes and references

  1. Jung CG. John Freeman interviews Professor Jung at his home in Switzerland. Face-to-Face: Carl Gustav Jung (1959). Published October 10, 2017. Available on YouTube at https://www.youtube.com/watch?v=2AMu-G51yTY&t=1008s
  2. Jung CG. The Archetypes and the Collective Unconscious. Princeton University Press, New York, 1990. Page 42.
  3. Elkind D. Freud, Jung and the Collective Unconscious. The New York Times Archives, 1970. Page 218. Available online at https://www.nytimes.com/1970/10/04/archives/freud-jung-and-the-collective-unconscious-jungs-has-been-the-only.html
  4. Elkind D, 1970. Page 218.
  5. Jung CG, 1990. Paragraph 91, page 43.
  6. Jung CG. Approaching the unconscious. Chapter in CG Jung (ed.) Man and His Symbols. Dell Publishing, 1968. Page 57.
  7. Elliott, Jacqueline. Biographical documentary on the life and work of Carl Jung. A video in the series “The People Profiles,” published August 19, 2018. Available online at https://www.youtube.com/watch?v=MnDEU96SdQ8
  8. Jung CG, 1990. Paragraph 92, page 44.
  9. Jung CG. Memories, Dreams, Reflections. Vintage books, New York, 1961. Page 347.
  10. Gross C. Single neuron studies of inferior temporal cortex. Neuropsychologia, 2008, 46, 3, 841-52. Page 844.
  11. See for example Lutz M. Learning Python: Powerful Object-Oriented Programming. O’Reilly Media, Inc. 2013.
  12. See for example Flanagan D. and Matsumoto Y. The Ruby Programming Language. O’Reilly, 2008.
  13. Boudreaux TJ. PHP 5: Your visual blueprint for creating open source, server-side content. Wiley Publishing, Indianapolis IN, 2005. Page 194. In this introductory text for the object-oriented programming language PHP the author notes that “Objects are created, or instantiated, from a class definition. You can think of a class as a blueprint or archetype from which tangible instances are created.”
  14. The details in this example are not very realistic, as it is contrived simply for illustration of the concept.
  15. These things happen because the programmer has tediously set up code to make them happen. For example, the Color variable is set up to display one of a variety of screen colors, and the Model variable causes a pre-programmed vehicle shape to be displayed. Setting up a class is quite labor intensive. But once that work is done, the class can with virtually no additional effort be used to create a variety of different instances (objects of that class).
  16. Each new vehicle behaves the way it does because it operates within an environment simulating certain features of the physical world like gravity, inertia, and friction. Going into all that here would only muddy the illustration.
  17. Elkind D, 1970. Page 218.
  18. Jung CG, 1990. Paragraph 99, page 48.
  19. Jung CG, 1961. Page 221.