Why do we crave for speed?

I am writing this at a ski place in New Hampshire. The spring sun is warm, and the air is fresh. I am sitting in the rest area directly overlooking the diamond slope where skilled skiers zip down the steep slope with curves and ease. I can imagine how exuberated they must be feeling. But one question comes to my mind: Why do we human crave for speed?

It seems that speed has long fascinated humanity, from the earliest horse-drawn chariots to modern high-speed transportation and extreme sports. The thrill of moving fast seems deeply rooted in our biology, psychology, and evolutionary history. So I dig a little deeper in science. It turns out that scientists have come up with various factors that drive this craving, including neurochemical responses, evolutionary adaptations, and psychological reinforcements.

1. Evolutionary Perspectives on Speed Craving

Evolutionarily, speed has been a critical factor in survival. The ability to run fast was essential for early humans to evade predators and hunt prey. Anthropologists argue that our ancestors who exhibited faster reaction times and movement speeds had a greater chance of survival and reproduction (Bramble & Lieberman, 2004). This evolutionary preference for speed has persisted in modern humans, even when survival is no longer directly dependent on it.

Additionally, humans have always associated speed with power and dominance. Studies on human locomotion suggest that individuals who exhibit greater agility and acceleration are often perceived as stronger and more capable leaders within a group (Carrier, 1984). This may explain why high-speed sports and vehicles are often associated with prestige and status.

2. Neurochemical Basis: The Role of Adrenaline and Dopamine

Neuroscientific research shows that the craving for speed is linked to the body’s neurochemical responses. High-speed activities, such as racing or extreme sports, trigger the release of adrenaline (epinephrine) from the adrenal glands, which heightens alertness and increases heart rate (Chatterjee et al., 2016). This “fight or flight” response is not only essential for survival but also generates a euphoric sensation, reinforcing the desire to seek high-speed experiences.

Moreover, speed-related thrills are associated with increased levels of dopamine, a neurotransmitter involved in the brain’s reward system. Dopamine release is linked to pleasurable sensations and motivation, and it is especially prevalent in activities that involve an element of risk (Zuckerman, 1994). This explains why thrill-seekers, such as race car drivers and extreme sports enthusiasts, often report experiencing an addictive rush from speed (Roberti, 2004).

3. Psychological and Behavioral Factors

Psychologists have identified sensation-seeking as a personality trait that influences the craving for speed. Sensation-seekers are individuals who pursue novel and intense experiences, often engaging in risky behaviors to satisfy their need for stimulation (Zuckerman, 2007). Research has shown that high-speed experiences provide a form of psychological arousal that can counteract boredom and stress, making them particularly appealing to those with high sensation-seeking tendencies (Roberti, 2004).

Furthermore, studies on flow theory, introduced by Mihaly Csikszentmihalyi (1990), suggest that people engage in high-speed activities to achieve a state of flow—a psychological state in which individuals experience deep focus, a loss of self-consciousness, and a sense of mastery over their environment. Racing drivers and extreme athletes often describe feeling “in the zone” during high-speed experiences, reinforcing their craving for such activities (Jackson & Csikszentmihalyi, 1999).

4. Technological and Cultural Influences

Beyond biological and psychological factors, modern society has intensified the human craving for speed through technological advancements and cultural reinforcement. The development of high-speed transportation, from sports cars to bullet trains, has reshaped our perception of speed as a symbol of progress and efficiency (Sheller, 2018). Additionally, media representations of high-speed action in movies, video games, and sports have conditioned individuals to associate speed with excitement and heroism (Katz et al., 2003).

Studies in media psychology suggest that frequent exposure to fast-paced digital content alters the brain’s processing speed, making individuals more impatient with slow-moving experiences (Rosen, 2012). This could explain why people increasingly seek faster modes of transportation, high-speed internet, and adrenaline-pumping activities in their leisure time.

5. Speed in Business: The faster, the better?

The craving for speed extends beyond personal experiences and into the business world. In modern commerce, speed is often equated with competitiveness, efficiency, and innovation. However, the impact of speed on business can be both positive and negative, depending on the context.

Advantages of Speed in Business

• Competitive Edge: Companies that move quickly in product development, customer service, and decision-making often gain a first-mover advantage, allowing them to outpace competitors (Eisenhardt, 1989).
• Innovation Acceleration: Fast execution enables businesses to iterate rapidly, experiment with new ideas, and adapt to changing market demands (Brown & Eisenhardt, 1997).
• Customer Satisfaction: Consumers increasingly expect instant responses, fast delivery, and quick service, making speed a crucial factor in maintaining customer loyalty (Parasuraman et al., 2005).
• Operational Efficiency: Automation and streamlined processes help businesses reduce delays and enhance productivity, leading to cost savings (Womack & Jones, 1996).

Disadvantages of Speed in Business

On the other hand, we do know faster is not always better. It is a rich topic, so here I only list a few bullet points.

• Quality Compromise: Rapid decision-making can sometimes lead to shortcuts, increasing the risk of errors, defective products, or inadequate services (Pisano, 2017).
• Burnout and Stress: A culture that prioritizes speed over well-being can lead to employee exhaustion, high turnover, and decreased morale (Maslach & Leiter, 2016).
• Lack of Strategic Depth: Moving too fast can prevent businesses from fully assessing risks, leading to poorly planned expansions or investments (Mintzberg, 1994).
• Short-Term Focus: Companies obsessed with speed may prioritize quick wins over long-term sustainability and innovation (Christensen, 1997).

Thus, while speed can be a powerful tool in business, it must be balanced with quality, strategic planning, and sustainability to ensure long-term success.

Conclusion

The human craving for speed is deeply embedded in our evolutionary history, neurobiology, and psychological makeup. From the survival advantages of rapid movement to the exhilarating neurochemical rewards of adrenaline and dopamine, the pursuit of speed is both instinctual and reinforced by modern culture. Scientific research continues to explore the complex interplay of these factors, shedding light on why speed remains an enduring source of human fascination. As technology advances and society accelerates, the craving for speed is unlikely to fade—if anything, it may only grow stronger.

For now, as I sit in the beautiful sunny cathedral-like place, I feel a sense of calm and peace. There are not many people, and the atmosphere is relaxed and quiet. It reminds me of the ancient Chinese wisdom “Keeping still can overcome all the movement in the world.” Is that really? I do not know. What I do believe though is that one needs to anticipate and react to the world. But maybe that reaction does not always mean doing something. Sometimes, doing nothing is the best strategy. Other times, moving as fast as you can is the wisest.

References

• Bramble, D. M., & Lieberman, D. E. (2004). Endurance running and the evolution of Homo. Nature, 432(7015), 345-352.
• Carrier, D. R. (1984). The energetic paradox of human running and hominid evolution. Current Anthropology, 25(4), 483-495.
• Chatterjee, S., Shvartz, E., & Sturm, T. M. (2016). The physiological and psychological effects of adrenaline. Journal of Neurobiology, 33(2), 121-136.
• Christensen, C. M. (1997). The Innovator’s Dilemma. Harvard Business Review Press.
• Eisenhardt, K. M. (1989). Making fast strategic decisions in high-velocity environments. Academy of Management Journal, 32(3), 543-576.
• Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. Free Press.
• Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (2005). A conceptual model of service quality and its implications for future research. Journal of Marketing, 49(4), 41-50.
• Pisano, G. P. (2017). Creative Construction: The DNA of Sustained Innovation. PublicAffairs.
• Womack, J. P., & Jones, D. T. (1996). Lean Thinking. Simon & Schuster.