A new study says it's okay to eat red meat. An immediate uproar follows.

Even before publication, health agencies were asking the journal not to publish the research.

Well-known Italian chef Dario Cecchini (R) prepares meat within a show during the "Gastronomist 2017: World Culinary Cultures" at Sultanahmet Square in historical peninsula of Istanbul, Turkey on September 21, 2017.

Photo by Isa Terli/Anadolu Agency/Getty Images

  • A new study in the Annals of Internal Medicine found little correlation between red meat consumption and health problems.
  • A number of organizations immediately contested the evidence, claiming it to be based on an irrelevant system of analysis.
  • Beef and dairy production is one of the leading drivers of climate change, forcing humans to weigh personal health against the environment.

It is perhaps fitting that just as McDonald's introduces meatless burgers, a new study, published in the journal, Annals of Internal Medicine, is overturning years' worth of dietary recommendations that we eat less red meat. Not that everyone is taking the study as the final word, however.

A panel of fourteen researchers and three community members from seven countries (reporting no conflicts of interest), directed by Dalhousie University epidemiologist, Bradley Johnson, studied 61 articles on all-cause mortality that included a total of four million participants. The team also reviewed dozens of trials linking red meat to cancer, heart disease, and mortality. The team concluded that the evidence between red meat, both unprocessed and processed, and health problems is "low to very low."

The study took three years to complete. Researchers from a range of cultures were included to ensure diversity of thought, while each professional was vetted for perceived conflicts of interest. When considering both processed and unprocessed red meat, 11 researchers voted for adults (age 18 and over) to continue eating recommended allowances and not cut down. In each study, three researchers offered a "weak recommendation" for reducing intake.

For the record, the average American adult consumes an average of 4.5 servings of red meat per week.

Organizations such as The American Heart Association and the American Cancer Society immediately came out against the study, with some groups suggesting that the journal withhold publication. They believed that not only would this information contradict years of findings, but it would "erode public trust in scientific research."

To be fair, that's the nature of science: If evidence overturns pre-existing norms, that evidence should be considered. However, we need to take a more holistic look at this picture.

Gut Bacteria and Red Meat: Highlight from Cancer and Diet

Nutrition science is tricky. Not only do self-endowed "life coaches" and fitness trainers not certified in nutrition offer unsolicited advice, actual scientific bodies find it hard to come to conclusions. One of the biggest issues: It's nearly impossible to isolate macronutrients or entire classes of food given their interactions with all the other food you consume. A burger doesn't have the same effect on your body as a burger with mayonnaise on a bun; whether you drink water or soda to accompany that meal matters too.

The main contention comes from the type of analysis the researchers used. As Harvard nutrition scientist, Frank Hu, says, the GRADE systematic approach was introduced for evaluating drug trials, not nutrition science. Alongside his colleagues, Hu published an article countering the results of the meta-analyses, coming to four conclusions:

  • The new guidelines are not justified as they contradict the evidence generated from their own meta-analyses
  • The publication of these studies and the meat guidelines in a major medical journal is unfortunate because following the new guidelines may potentially harm individuals' health, public health, and planetary health
  • This is a prime example where one must look beyond the headlines and abstract conclusions
  • These studies should not change current recommendations on healthy and balanced eating patterns for the prevention of chronic diseases

Close-up of Impossible Whopper, a meat-free item using engineered, plant-protein based burger patty from food technology company Impossible, during a limited market test at a Burger King restaurant in the San Francisco Bay Area, Danville, California, June 26, 2019.

Photo by Smith Collection/Gado/Getty Images

As with many topics in American discourse, our diet has become polarized. Those that claim that humans were not designed to eat meat are ignorant of how our biology (and cultures) evolved. As primatologist Richard Wrangham writes, the greatest culinary advancement in history was fire. Cooking made nutrients available much more quickly—a burger on a grill is more nutritious than chewing on raw meat. And meat is something our ancestors definitively ate whenever they could.

What also doesn't help is a sentiment that has been batted around the holistic blogosphere: that meat is toxic. To be fair, growth hormones and factory farming have increased the potential for toxicity in our food supply. But meat itself is not inherently toxic to our digestive system. As Harvard paleoanthropologist, Daniel Lieberman, writes, given our ancestors' adaptation to diverse climates, there is no "optimal diet." We ate what we could source. That said, meat consumption offered a particularly important boon to our biology.

"By incorporating meat in the diet and relying more on food processing, early Homo was able to spend much less energy digesting its food and could thus devote more energy toward growing and paying for a larger brain."

Yet that doesn't mean we need to eat meat, at least not as much of it was we do. Beyond sating our biological impulse, industrial agriculture—specifically, beef and dairy production—is one of the biggest drivers of climate change. Beef is extremely taxing on the environment, much more so than chicken or pork agriculture.

From a climate perspective, plant-based diets are less taxing, though you often run into the problem of nutrient loss due to monocropping. Plant-based burgers might be all the rage, but that also doesn't mean they're healthy, which brings into question whether or not it makes sense to sacrifice personal health for a perceived environmental gain.

An easy answer? Not here.

One thing is clear: The current rate of beef production is unsustainable. Whether or not 4.5 servings of red meat will increase your risk of cancer or heart disease might remain a source of contention. But a more important question remains: If reducing your meat intake is better for the environment (and therefore everyone's health), isn't that a wiser decision to make?

--

Stay in touch with Derek on Twitter and Facebook.

U.S. Navy controls inventions that claim to change "fabric of reality"

Inventions with revolutionary potential made by a mysterious aerospace engineer for the U.S. Navy come to light.

U.S. Navy ships

Credit: Getty Images
Surprising Science
  • U.S. Navy holds patents for enigmatic inventions by aerospace engineer Dr. Salvatore Pais.
  • Pais came up with technology that can "engineer" reality, devising an ultrafast craft, a fusion reactor, and more.
  • While mostly theoretical at this point, the inventions could transform energy, space, and military sectors.
Keep reading Show less

Hack your brain for better problem solving

Tips from neuroscience and psychology can make you an expert thinker.

Credit: Olav Ahrens Røtne via Unsplash
Mind & Brain

This article was originally published on Big Think Edge.

Problem-solving skills are in demand. Every job posting lists them under must-have qualifications, and every job candidate claims to possess them, par excellence. Young entrepreneurs make solutions to social and global problems the heart of their mission statements, while parents and teachers push for curricula that encourage critical-thinking methods beyond solving for x.

It's ironic then that we continue to cultivate habits that stunt our ability to solve problems. Take, for example, the modern expectation to be "always on." We push ourselves to always be working, always be producing, always be parenting, always be promoting, always be socializing, always be in the know, always be available, always be doing. It's too much, and when things are always on all the time, we deplete the mental resources we need to truly engage with challenges.

If we're serious about solving problems, at work and in our personal lives, then we need to become more adept at tuning out so we can hone in.

Solve problems with others (occasionally)

A side effect of being always on is that we are rarely alone. We're connected through the ceaseless chirps of friends texting, social media buzzing, and colleagues pinging us for advice everywhere we go. In some ways, this is a boon. Modern technologies mediate near endless opportunities for collective learning and social problem-solving. Yet, such cooperation has its limits according to a 2018 study out of Harvard Business School.

In the study, participants were divided into three group types and asked to solve traveling salesman problems. The first group type had to work on the problems individually. The second group type exchanged notes after every round of problem-solving while the third collaborated after every three rounds.

The researchers found that lone problem-solvers invented a diverse range of potential solutions. However, their solutions varied wildly in quality, with some being true light bulb moments and others burnt-out duds. Conversely, the always-on group took advantage of their collective learning to tackle more complex problems more effectively. But social influence often led these groups to prematurely converge around a single idea and abandon potentially brilliant outliers.

It was the intermittent collaborators who landed on the Goldilocks strategy. By interacting less frequently, individual group members had more time to nurture their ideas so the best could shine. But when they gathered together, the group managed to improve the overall quality of their solutions thanks to collective learning.

In presenting their work, the study's authors question the value of always-on culture—especially our submissiveness to intrusions. "As we replace those sorts of intermittent cycles with always-on technologies, we might be diminishing our capacity to solve problems well," Ethan Bernstein, an associate professor at Harvard Business School and one of the study's authors, said in a press release.

These findings suggest we should schedule time to ruminate with our inner geniuses and consult the wisdom of the crowd. Rather than dividing our day between productivity output and group problem-solving sessions, we must also create space to focus on problems in isolation. This strategy provides the best of both worlds. It allows us to formulate our ideas before social pressure can push us to abandon them. But it doesn't preclude the group knowledge required to refine those ideas.

And the more distractions you can block out or turn off, the more working memory you'll have to direct at the problem.

A problem-solving booster

The next step is to dedicate time to not dealing with problems. Counterintuitive as it may seem, setting a troublesome task aside and letting your subconscious take a crack at it improves your conscious efforts later.

How should we fill these down hours? That's up to you, but research has shown time and again that healthier habits produce hardier minds. This is especially true regarding executive functions—a catchall term that includes a person's ability to self-control, meet goals, think flexibly, and, yes, solve problems.

"Exercisers outperform couch potatoes in tests that measure long-term memory, reasoning, attention, problem-solving, even so-called fluid-intelligence tasks. These tasks test the ability to reason quickly and think abstractly, improvising off previously learned material to solve a new problem. Essentially, exercise improves a whole host of abilities prized in the classroom and at work," writes John Medina, a developmental molecular biologist at the University of Washington.

One such study, published in the Frontiers in Neuroscience, analyzed data collected from more than 4,000 British adults. After controlling for variables, it found a bidirectional relationship between exercise and higher levels of executive function over time. Another study, this one published in the Frontiers in Aging Neuroscience, compared fitness data from 128 adults with brain scans taken as they were dual-tasking. Its findings showed regular exercisers sported more active executive regions.

Research also demonstrates a link between problem-solving, healthy diets, and proper sleep habits. Taken altogether, these lifestyle choices also help people manage their stress—which is known to impair problem-solving and creativity.

Of course, it can be difficult to untangle the complex relationship between cause and effect. Do people with healthy life habits naturally enjoy strong executive functions? Or do those habits bolster their mental fitness throughout their lives?

That's not an easy question to answer, but the Frontiers in Neuroscience study researchers hypothesize that it's a positive feedback loop. They posit that good sleep, nutritious food, and regular exercise fortify our executive functions. In turn, more potent executive decisions invigorate healthier life choices. And those healthy life choices—you see where this is going.

And while life choices are ultimately up to individuals, organizations have a supportive role to play. They can foster cultures that protect off-hours for relaxing, incentivize healthier habits with PTO, and prompt workers to take time for exercise beyond the usual keyboard calisthenics.

Nor would such initiatives be entirely selfless. They come with the added benefit of boosting a workforce's collective problem-solving capabilities.

Live and learn and learn some more

Another advantage of tuning out is the advantage to pursue life-long learning opportunities. People who engage in creative or problem-solving activities in their downtime—think playing music, puzzles, and even board games—show improved executive functions and mental acuity as they age. In other words, by learning to enjoy the act of problem-solving, you may enhance your ability to do so.

Similarly, lifelong learners are often interdisciplinary thinkers. By diving into various subjects, they can come to understand the nuances of different skills and bodies of knowledge to see when ideas from one field may provide a solution to a problem in another. That doesn't mean lifelong learners must become experts in every discipline. On the contrary, they are far more likely to understand where the limits of their knowledge lie. But those self-perceived horizons can also provide insight into where collaboration is necessary and when to follow someone else's lead.

In this way, lifelong learning can be key to problem-solving in both business and our personal lives. It pushes us toward self-improvement, gives us an understanding of how things work, hints at what's possible, and, above all, gives us permission to tune out and focus on what matters.

Cultivate lifelong learning at your organization with lessons 'For Business' from Big Think Edge. At Edge, more than 350 experts, academics, and entrepreneurs come together to teach essential skills in career development and lifelong learning. Heighten your problem-solving aptitude with lessons such as:

  • Make Room for Innovation: Key Characteristics of Innovative Companies, with Lisa Bodell, Founder and CEO, FutureThink, and Author, Why Simple Wins
  • Use Design Thinking: An Alternative Approach to Tackling the World's Greatest Problems, with Tim Brown, CEO and President, IDEO
  • The Power of Onlyness: Give Your People Permission to Co-Create the Future, with Nilofer Merchant, Marketing Expert and Author, The Power of Onlyness
  • How to Build a Talent-First Organization: Put People Before Numbers, with Ram Charan, Business Consultant
  • The Science of Successful Things: Case Studies in Product Hits and Flops, with Derek Thompson, Senior Editor, The Atlantic, and Author, Hit Makers

Request a demo today!

How AI learned to paint like Rembrandt

The Rijksmuseum employed an AI to repaint lost parts of Rembrandt's "The Night Watch." Here's how they did it.

Credit: Rijksmuseum
Culture & Religion
  • In 1715, Amsterdam's Town Hall sliced off all four outer edges of Rembrandt's priceless masterpiece so that it would fit on a wall.
  • Neural networks were used to fill in the missing pieces.
  • An unprecedented collaboration between man and machine is now on display at the Rijksmuseum.
Keep reading Show less
Culture & Religion

Pragmatism: How Americans define truth

If something is "true," it needs to be shown to work in the real world.

Quantcast