analogies vs metaphors

“The existence of analogies between central features of various theories implies the existence of a general abstract theory which underlies the particular theories and unifies them with respect to those central features.”
- Eliakim Hastings Moore

Conceptual similarities manifest themselves as analogies, where one recognizes that two structures X and Y have a common meaningful core, say A, which can be pulled up to a higher level. The resulting relationship is symmetric in the sense that the structure A specializes to both X and Y. In other words, one can say either “X is like Y via A” or “Y is like X via A”.

Analogy.png

The analogy get codified in the more general structure A which in turn is mapped back onto X and Y. (I say “onto” because A represents a bigger set than both X and Y.) Discovering A is revelatory in the sense that one recognizes that X and Y are special instances of a more general phenomenon, not disparate structures.

Metaphors play a similar role as analogies. They too increase our total understanding, but unlike analogies, they are not symmetric in nature.

Say there are two structures X and Y where is X is more complex but also more familiar than Y. (In practice, X often happens to be an object we have an intuitive grasp of due to repeated daily interaction.) Discovering a metaphor, say M, involves finding a way of mapping X onto Y. (I say “onto” because X - via M - ends up subsuming Y inside its greater complexity.)

Metaphor.png

The explanatory effect comes from M pulling Y up to the familiar territory of X. All of a sudden, in an almost magical fashion, Y too starts to feel intuitive. Many paradigm shifts in the history of science were due to such discrete jumps. (e.g. Maxwell characterizing the electromagnetic field as a collection of wheels, pulleys and fluids.)

Notice that you want your analogy A to be as faithful as possible, capturing as many essential features of X and Y. If you generalize too much, you will end up with a useless A with no substance. Similarly, for each given Y, you want your metaphor pair (X,M) to be as tight as possible, while not letting X stray away from the domain of the familiar.

You may be wondering what happens if we dualize our approaches in the above two schemes.

  • Analogies. Instead of trying to rise above the pair (X,Y), why not try to go below it? In other words, why not consider specializations that both X and Y map onto, rather than focus on generalizations that map onto X and Y?

  • Metaphors. Instead of trying to approach Y from above, why not try approach it from below? In other words, why not consider metaphors that map the simple into the complex rather than focus on those that map the complex onto the simple?

The answer to both questions is the same: We do not, because the dual constructions do not require any ingenuity, and even if they turn out to be very fruitful, the outcomes do not illuminate the original inputs.

Let me expand on what I mean.

  • Analogies enhance our analytic understanding of the world of ideas. They are tools of the consciousness, which can not deal with the concrete (specialized) concepts head on. For instance, since it is insanely hard to study integers directly, we abstract and study more general concepts such as commutative rings instead. (Even then the challenge is huge. You could devote your whole life to ring theory and still die as confused as a beginner.)

    In the world of ideas, one can easily create more specialized concepts by taking conjunctions of various X’s and Y’s. Studying such concepts may turn out to be very fruitful indeed, but it does not further our understanding of the original X’s and Y’s. For instance, study of Lie Groups is exceptionally interesting, but it does not further our understanding of manifolds or groups.

  • Metaphors enhance our intuitive understanding of the world of things. They are tools of the unconsciousness, which is familiar with what is more immediate, and what is more immediate also happens to be what is more complex. Instruments allow us to probe what is remote from experience, namely the small and the big, and both turn out to be stranger but also simpler than the familiar stuff we encounter in our immediate daily lives.

    • What is smaller than us is simpler because it emerged earlier in the evolutionary history. (Compare atoms and cells to humans.)

    • What is bigger than us is simpler because it is an inanimate aggregate rather than an emergent life. (Those galaxies may be impressive, but their complexity pales in comparison to ours.)

    In the world of things, it is easy to come up with metaphors that map the simple into the complex. For instance, with every new technological paradigm shift, we go back to biology (whose complexity is way beyond anything else) and attack it with the brand new metaphor of the emerging Zeitgeist. During the industrial revolution we conceived the brain as a hydraulic system, which in retrospect sounds extremely naive. Now, during the digital revolution, we are conceiving it as - surprise, surprise - a computational system. These may be productive endeavors, but the discovery of the trigger metaphors itself is a no-brainer.

Now is a good time to make a few remarks on a perennial mystery, namely the mystery of why metaphors work at all.

It is easy to understand why analogies work since we start off with a pair of concepts (X,Y) and use it as a control while moving methodically upwards towards a general A. In the case of metaphors, however, we start off with a single object Y, and then look for a pair (X,M). Why should such a pair exist at all? I believe the answer lies in a combination of the following two quotes.

"We can so seldom declare what a thing is, except by saying it is something else."
- George Eliot

“Subtle is the Lord, but malicious He is not.”
- Albert Einstein

Remember, when Einstein characterized gravitation as curvature, he did not really tell us what gravity is. He just stated something unfamiliar in terms of something familiar. This is how all understanding works. Yes, science is progressing, but all we are doing is just making a bunch of restatements with no end in sight. Absolute truth is not accessible to us mere mortals.

“Truths are illusions which we have forgotten are illusions — they are metaphors that have become worn out and have been drained of sensuous force, coins which have lost their embossing and are now considered as metal and no longer as coins.”
- Friedrich Nietzsche

The reason why we can come up with metaphors of any practical significance is because nature subtly keeps recycling the same types of patterns in different places and at different scales. This is what Einstein means when he says that the Lord is not malicious, and is why nature is open to rational inquiry in the first place.

Unsurprisingly, Descartes himself, the founder of rationalism, was also a big believer in the universality of patterns.

Descartes followed this precept by liberal use of scaled-up models of microscopic physical events. He even used dripping wine vats, tennis balls, and walking-sticks to build up his model of how light undergoes refraction. His statement should perhaps also be taken as evidence of his belief in the universality of certain design principles in the machinery of Nature which he expects to reappear in different contexts. A world in which everything is novel would require the invention of a new science to study every phenomenon. It would possess no general laws of Nature; everything would be a law unto itself.

John D. Barrow - Universe That Discovered Itself (Page 107)

Of course, universality does not make it any easier to discover a great metaphor. It still requires a special talent and a trained mind to intuit one out of the vast number of possibilities.

Finding a good metaphor is still more of an art than a science. (Constructing a good analogy, on the other hand, is more of a science than an art.) Perhaps one day computers will be able to completely automate the search process. (Currently, as I pointed out in a previous blog post, they are horrible at horizontal type of thinking, the type of thinking required for spotting metaphors.) This will result in a disintermediation of mathematical models. In other words, computers will simply map reality back onto itself and push us out of the loop altogether.

Let us wrap up all the key observations we made so far in a single table:

analogies vs metaphors.png

Now let us take a brief detour in metaphysics before we have a one last look at the above dichotomy.

Recall the epistemology-ontology duality:

  • An idea is said to be true when every body obeys to it.

  • A thing is said to be real when every mind agrees to it.

This is a slightly different formulation of the good old mind-body duality.

  • Minds are bodies experienced from inside.

  • Bodies are minds experienced from outside.

While minds and bodies are dynamic entities evolving in time, true ideas and real things reside inside a static Platonic world.

  • Minds continuously shuffle through ideas, looking for the true ones, unable to hold onto any for a long time. Nevertheless truth always seems to be within reach, like a carrot dangling in the front.

  • Minds desperately attach names to phenomena, seeking permanency within the constant flux. Whatever they refer to as a real thing eventually turns out to be unstable and ceases to be.

Hence, the dichotomy between true ideas and real things can be thought of as the (static) Being counterpart of the mind-body duality which resides in (dynamic) Becoming. In fact, it would not be inappropriate to call the totality of all true ideas as God-mind and the totality of all real things as God-body.

Anyway, enough metaphysics. Let us now go back to our original discussion.

In order to find a good metaphor, our minds scan through the X’s that we are already experientially familiar with. The hope is to be able to pump up our intuition about a thing through another thing. Analogies on the other hand help us probe the darkness, and bring into light the previously unseen. Finding a good A is like pulling a rabbit out of a hat, pulling something that was out-of-experience into experience. The process looks as follows.

  1. First you encounter a pair of concepts (X,Y) in the shared public domain, literally composed of ink printed upon a paper or pixels lighting up on a screen.

  2. Your mind internalizes (X,Y) by turning it back to an idea form, hopefully in the fashion that was intended by its originator mind.

  3. You generalize (X,Y) to A within the world of ideas through careful reasoning and aesthetic guidance.

  4. You share A with other minds by turning it into a thing, expressed in a certain language, on a certain medium. (An idea put in a communicable form is essentially a thing that can be experienced by all minds.)

  5. End result is a one more useful concept in the shared public domain.

Analogies lift the iceberg, so to speak, by bringing completely novel ideas into existence and revealing more of the God-mind. In fact, the entirety of our technology, including the technology of reasoning via analogies, can be viewed as a tool for accelerating the transformation of ideas into things. We, and other intermediary minds like us, are the means through which God is becoming more and more aware of itself.

Remember, as time progresses, the evolutionary entities (i.e. minds) decrease in number and increase in size and complexity. Eventually, they get

  • so good at modeling the environment that their ideas start to resemble more and more the true ideas of the God-mind, and

  • so good at controlling the environment that they become increasingly indistinguishable from it and the world of things start to acquire a thoroughly mental character.

In the limit, when the revelation of the God-mind is complete, the number of minds finally dwindles down to one, and the One, now synonymous with the God-mind, dispenses with analogies or metaphors altogether.

  • As nothing seems special any more, the need to project the general onto the special ceases.

  • As nothing feels unfamiliar any more, the need to project the familiar onto the unfamiliar ceases.

Of course, this comes at the expense of time stopping altogether. Weird, right? My personal belief is that revelation will never reach actual completion. Life will hover over the freezing edge of permanency for as long as it can, and at some point, will shatter in such a spectacular fashion that it will have to begin from scratch all over again, just as it had done so last time around.

weaknesses and biases

All weaknesses arise from certain extremities and all successes are traceable to certain extremities. So defend your extremities, and in order to not suffer from the accompanying weaknesses, choose the environments you walk into carefully. All weaknesses manifest themselves contextually. Learn how to manage the context, not the weakness.

Similarly, your biases are your strengths. Defend them fiercely. They are what differentiates you from others. Thinking is methodological. Creativity is overrated. (Both can be learned.) What matters is the input and input is shaped by biases.

classical vs innovative businesses

As you move away from zero-to-one processes, economic activities become more and more sensitive to macroeconomic dynamics.

Think of the economy as a universe. Innovative startups correspond to quantum mechanical phenomena rendering something from nothing. The rest of the economy works classically within the general relativity framework where everything is tightly bound to everything else. To predict your future you need to predict the evolution of everything else as well. This of course is an extremely stressful thing to do. It is much easier to exist outside the tightly bound system and create something from scratch. For instance, you can build a productivity software that will help companies increase their profit margins. In some sense such a software will exist outside time. It will sell whether there is an economic downturn or an upturn.


In classical businesses, forecasting near future is extremely hard. Noise clears out when you look a little further out into the future. But far future is again quite hard to talk about since you start feeling the long term effects of innovation being made today. So difficulty hierarchy looks as follows:

near future > far future > mid future

In innovative businesses, forecasting near future is quite easy. In the long run, everyone agrees that transformation is inevitable. So forecasting far future is hard but still possible. However what is going to happen in mid term is extremely hard to predict. In other words, the above hierarchy gets flipped:

mid future > far future > near future

Notice that what is mid future is actually quite hard to define. It can move around with the wind, so to speak, just as intended by the goddesses of fate in Greek mythology.

In Greek mythology the Moirae were the three Fates, usually depicted as dour spinsters. One Moira spun the thread of a newborn's life. The other Moira counted out the thread’s length. And the third Moira cut the thread at death. A person’s beginning and end were predetermined. But what happened in between was not inevitable. Humans and gods could work within the confines of one's ultimate destiny.

Kevin Kelly - What Technology Wants

I personally find it much more natural to just hold onto near future and far future, and let the middle inflection point dangle around. In other words I prefer working with innovative businesses.

Middle zones are generally speaking always ill-defined, presenting another high level justification for the barbell strategy popularized by Nassim Nicholas Taleb. Mid-term behavior of complex systems is tough to crack. For instance, short-term weather forecasts are highly accurate and long-term climate changes are also quite foreseeable, but what is going to happen in mid-term is anybody’s guess.

Far future always involves “structural” change. Things will definitely change but the change is not of statistical nature. As mentioned earlier, innovative businesses are not affected by the short term statistical (environmental / macro economic) noise. Instead they suffer from mid term statistical noise of the type that phase-transition states exhibit in physics. (Think of turbulence phenomenon.) So the above two difficulty hierarchies can be seen as particular manifestations of the following master hierarchy:

statistical unpredictability > structural unpredictability > predictability


Potential entrepreneurs jumping straight into tech without building any experience in traditional domains are akin to physics students jumping straight into quantum mechanics without learning classical mechanics first. This jump is possible, but also pedagogically problematic. It is much more natural to learn things in the historical order that they were discovered. (Venture capital is a very recent phenomenon.) Understanding the idiosyncrasies and complexities of innovative businesses requires knowledge of how the usual, classical businesses operate.

Moreover, just like quantum states decohere into classical states, innovative businesses behave more and more like classical businesses as they get older and bigger. The word “classical” just means the “new” that has passed the test of time. Similarly, decoherence happens via entanglements, which is basically how time progresses at quantum level.

By the way, this transition is very interesting from an intellectual point of view. For instance, innovative businesses are valued using a revenue multiple, while classical businesses are valued using a profit multiple. When exactly do we start to value a mature innovative business using a profit multiple? How can we tell apart its maturity? When exactly a blue ocean becomes a red one? With the first blood spilled by the death of competitors? Is that an objective measure? After all, it is the investor’s expectations themselves which sustain innovative businesses who burn tons of cash all the time.

Also, notice that, just as all classical businesses were once innovative businesses, all innovative businesses are built upon the stable foundations provided by classical businesses. So we should not think of the relationship as one way. Quantum may become classical, but quantum states are always prepared by classical actors in the first place.


What happens to classical businesses as they get older and bigger? They either evolve or die. Combining this observation with the conclusions of the previous two sections, we deduce that the combined predictability-type timeline of an innovative business becoming a classical one looks as follows:

1
(Innovative) Near Future
Predictability

2
(Innovative) Mid Future
Statistical Unpredictability
(Buckle up. You are about to go through some serious turbulence!)

3
(Innovative) Far Future
Structural Unpredictability
(Congratulations! You successfully landed. Older guys need to evolve or die.)

4
(Classical) Near Future
Statistical Unpredictability
(Wear your suit. There seems to be radiation everywhere on this planet!)

5
(Classical) Mid Future
Predictability

6
(Classical) Far Future
Structural Unpredictability
(New forms of competition landed. You are outdated. Will you evolve or die?)

Notice the alteration between structural and statistical forms of unpredictability over time. Is it coincidental?


Industrial firms thrive on reducing variation (manufacturing errors); creative firms thrive on increasing variation (innovation).
- Patty McCord - How Netflix Reinvented HR

Here Patty’s observation is in line with our analogy. He is basically restating the disparity between the deterministic nature of classical mechanics and the statistical nature of quantum mechanics.

Employees in classical businesses feel like cogs in the wheel, because what needs to be done is already known with great precision and there is nothing preventing the operations to be run with utmost efficiency and predictability. They are (again just like cogs in the wheel) utterly dispensable and replaceable. (Operating in red oceans, these businesses primarily focus on cost minimization rather than revenue maximization.)

Employees in innovative businesses, on the other hand, are given a lot more space to maneuver because they are the driving force behind an evolutionary product-market fit process that is not yet complete (and in some cases will never be complete).


Investment pitches too have quite opposite dynamics for innovative and classical businesses.

  • Innovative businesses raise money from venture capital investors, while classical businesses raise money from private equity investors who belong to a completely different culture.

  • If an entrepreneur prepares a 10 megabyte Excel document for a venture capital, then he will be perceived as delusional and naive. If he does not do the same for a private equity, then he will be perceived as entitled and preposterous.

  • Private equity investors look at data about the past and run statistical, blackbox models. Venture capital investors listen to stories about the future and think in causal, structural models. Remember, classical businesses are at the mercy of macroeconomy and a healthy macroeconomy displays maximum unpredictability. (All predictabilities are arbitraged away.) Whatever remnants of causal thinking left in private equity are mostly about fixing internal operational inefficiencies.

  • The number of reasons for rejecting a private equity investment is more or less equal to the number of reasons for accepting one. In the venture capital world, rejection reasons far outnumber the acceptance reasons.

  • Experienced venture capital investors do not prepare before a pitch. The reason is not that they have a mastery over the subject matter of the entrepreneur’s work, but that there are far too many subject-matter-independent reasons for not making an investment. Private equity investors on the other hand do not have this luxury. They need to be prepared before a pitch because the devil is in the details.

  • For the venture capital investors, it is very hard to tell which company will achieve phenomenal success, but very easy to spot which one will fail miserably. Private equity investors have the opposite problem. They look at companies that have survived for a long time. Hence future-miserable-failures are statistically rare and hard to tell apart.

  • In innovative businesses, founders are (and should be) irreplaceable. In classical businesses, founders are (and should be) replaceable. (Similarly, professionals can successfully turn around failing classical companies, but can never pivot failing innovative companies.)

  • Private equity investors with balls do not shy away from turn-around situations. Venture capital investors with balls do not shy away from pivot situations.

receiving advice on shaping your life

College is a critical period in one's life. During this period of plasticity and exploration, a good mentor can change one's life.

But of course good mentors are hard to come by, especially at universities.

Academicians are obsessed with political correctness and cultural relativism. Moreover they generally view university as a playground for conducting their research rather than as a platform for imparting big picture wisdom to students and actively helping them shape their lives. They neither have the time nor the desire to get to know you at a level where they can feel comfortable supplying customized non-generic advices. Therefore, you will be hard pressed to find anybody who has the guts to tell you which career path you should choose, especially in individualistic countries like United States. At best, you will receive some relevant information and then be left alone to decide what you want to do.

The office of career services (that methodology-driven, hygienic place whose mere existence formally relieves academicians of all the moral obligations associated with shaping others' lives) fails as well, due the simple reason that it is not easy to influence someone, even if he / she is young and hungry for advice. To influence someone is a deeply psychological and formula resistant process. As the receiver, you need to have a good dose of respect, trust and admiration for the other side. Only then you will turn off your rationalistic defenses, open up and move deeper down to an emotional level. Instrumentally speaking, there is really no difference between shaping a single person's life and moving entire masses, and obviously career services (and similarly human resources) departments can not move masses.

Real education inevitably has a slightly despotic character. To deny this is basically equivalent to equating information and wisdom. Young people - by definition - mistake the forest for the trees. No matter how much information you can dump on them in four years, they will still be more or less in the same exact condition upon graduation. Gaining wisdom without going through the hard way of building years of experience is a deeply vulnerable process. It involves opening up to the other side and gulping a distilled solution whose contents look currently opaque. Of course, you can always choose the hard way, dive in, make mistakes and try to learn from them. (Never fall under the illusion that you are building yourself from scratch. We all operate on a gigantic tapestry of background wisdom, called culture.) That is basically how one grows up. But making avoidable mistakes is just plain dumb and results in unnecessary loss of time.


Due to the vulnerability of the process, you should be very careful about who you are opening up to. 

  • Beware those who are too eager to impart their knowledge and shape your life. They will, even if they have good intentions, often fuck up the mentoring process by moving too fast and skipping on getting to really know you and building the necessary trust base.

  • Beware those who fail to grasp the basic open-ended nature of future. This is especially true if you have the option of operating at a cutting edge. Academicians (in their ivory towers) can be severely out of touch with the reality of an ever evolving economic landscape. Always keep in mind that most of the currently available jobs were literally non-existent a century ago and the speed of change is accelerating. (For instance, one of my biggest passions turned out to be user experience design which is a very young field that did not even exist while I was in college.)


All of what I said above applies only to normal people. The upper (and also lower) ends of talent distributions have special needs.

Extraordinary talent basically comes in two types: Those who define a new genre and those who defy all genres. They are respectively the great explorers and generalists of culture, moving humanity forward along with them. To an explorer, a career advice can sound like an insult, since that person is literally creating a new field for himself / herself. To a generalist, a career advice can feel like a prison, unnecessarily boxing that person into a singularity while he / she is capable of running several threads at eighty percent mastery level, meanwhile facilitating new explorations by opening up new channels of communication.

In my opinion, such people should only be provided content-free motivational coaching and a psychological / physical safety zone. That is all. (On a similar topic, read taming geniuses.)

competition types and originality

Competitions where players compete directly with each other are fun to watch because they encourage differentiation and breed novelty. (e.g. chess tournaments, tennis games) Winners are the best originals.

Competitions where players compete indirectly via a centralized set of criteria are boring to watch because they encourage uniformity and breed predictability. (e.g. beauty contests, national examinations) Winners are the best unoriginals.

taming geniuses

When I hold a book by a genius, I feel the weight of a lifetime of obsession. (Works of geniuses are always based on one single fundamental idea that is obsessed over and revisited in various forms across time.) Then I thank the author for going through such pain and prize the book like a treasure.

Geniuses should not be allowed to go to psychologists. Their obsessions are way too important to be tamed.

“[My troubles] are part of me and my art. They are indistinguishable from me, and [treatment] would destroy my art. I want to keep those sufferings.”
- Edvard Munch

rediscovery as a byproduct

Nietzsche understood something that I did not find explicitly stated in his work: that growth in knowledge - or in anything - cannot proceed without the Dionysian. It reveals matters that we can select at some point, given that we have optionality. In other words, it can be the source of stochastic tinkering, and the Apollonian can be part of the rationality in the selection process.
Antifragile - Nicholas Nassim Taleb (Page 256)
Freud understood much better than Münsterberg did the immense power of the unconscious, but he thought that repression, rather than a dynamic act of creation on the part of the unconscious, was the reason for the gaps and inaccuracies in our memory; while Münsterberg understood much better than Freud did the mechanics and the reasons for memory distortion and loss - but had no sense at all of the unconscious processes that created them.
Subliminal - Leonard Mlodinow (Page 62-63)

We kept rediscovering the same dichotomy throughout the history:

  • Apollonian vs. Dionysian (Literature)
  • Rational vs. Irrational (Philosophy)
  • Conscious vs. Unconscious (Psychology)

Rediscovery is a byproduct of containerisation and can be avoided by greater multi-disciplinarianness.

originality and friction

Ideas are amazingly overvalued in the startup world.

Even in precise and theoretical disciplines (e.g. math, physics), a tremendous amount of propaganda is required to get an original idea accepted. Some of the greatest ideas get pushed into the fringes and stay there for decades, either to be rediscovered later by someone with more social capital or to be entirely erased from the collective memory.

In the imprecise and pragmatic world of startups, it should be even tougher for an original idea to propagate since there are additional executional hurdles on top of the already existing social frictions. (If an entrepreneur encounters only executional hurdles, then he should question the originality of his ideas.)

Hence there is no need to panic about a truly original startup idea to be stolen etc. 

invention and genius

Invention depends on two processes. The first generates a collection of alternatives, the other chooses, recognising what is desirable and appears important among that produced by the first. What one calls “genius” is much less the contribution of the first, the one that collects the alternatives, than the facility of the second in recognising the value in what has been presented, and seizing upon it.
Paul Valery as translated by Bill Buxton

I could not agree more.

People say we live in an age of data, but data deluge has been with us since the inception of life. Reality constantly bombards us with incalculably large amounts of data. Success of a species is directly determined by how well its members can filter this bombardment for the purpose of survival. Put in the words of Paul Valery, genius is built into life.


Similarly, there are two sources of creativity: Cross-fertilisation and isolation.

Our current super-social, impatient generation is utilizing more of the former. Locations where different cultures and ethnicities interact have become hot spots. Co-working spaces, meet-ups, conferences have multiplied. But, as Paul Valery remarks, cross-fertilisation represents the inferior part of the creative process. It exposes people to others' ideas and lets them see what other variations are composed on the same themes. The real genius lies in isolation where most of the selection and synthesis processes occur.

Sooner or later we will cross-fertilize ourselves to homogeneity. Then we will need to turn to isolation as our source of creativity. Groups and individuals will severe ties with each other and continue their explorations independently. Being a loner will again be back in fashion.

Of course this cycle will repeat itself... But without a sustained period of isolation, cross-fertilization can never work out its magic. Today we need another Galapagos Island, not another merging of continents via tectonic movements.

dumb mobile games

Mobile games have inflicted a great deal of societal damage. We do not recognise the extent of the damage since it is of the most unquantifiable kind: We have been deprived of our most creative and meaningful ideas.

Desktop games too can be addictive, but they do not prevent us from being alone with ourselves. Mobile ones, on the other hand, leverage the convenience of smart phones and kill these precious moments of free-association.