This cutting edge technology from MIT reminds me of something I learned in business school more than thirty years ago.
Professor Ashenhurst told us the story of how an “efficiency expert” had reduced productivity. The expert did a classic time and motion study of some programmers. He noticed that the programmers not only spent a significant amount of time walking to and from the punchcard reader to submit their programs but that they “wasted” large amounts of time talking to each other along the way and around the card reader.
The efficiency expert calculated that eliminating this lost time would more than pay for purchasing a teletype for each programmer, so they could enter their code from their desks instead of wandering to the punchcard reader. The new equipment was ordered and installed.
Productivity plummeted. A brief investigation uncovered the problem. You probably have already guessed what went wrong. The engineers around the punchcard reader had not been engaged in idle banter. They were exchanging tips and techniques to get better at their jobs. The conversations, it turns out, were not a problem. What looked like mere socializing was actually problem solving.
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Here are my recent tweets (messages):
PROACTIVE: Either we can let this happen to us or we can make it happen for us.
I noticed something interesting about executive effectiveness while reading an article in The Atlantic Monthly titled, What Makes a Great Teacher? The researchers identified specific traits of the most effective teachers, traits that I immediately recognized as characteristic of exceptional business leaders. Try reading the following excerpt from the article while substituting “manager” for “teacher” and “employees” for “students.”
First, great teachers tended to set big goals for their students. They were also perpetually looking for ways to improve their effectiveness. For example, when Farr called up teachers who were making remarkable gains and asked to visit their classrooms, he noticed he’d get a similar response from all of them: “They’d say, ‘You’re welcome to come, but I have to warn you—I am in the middle of just blowing up my classroom structure and changing my reading workshop because I think it’s not working as well as it could.’ When you hear that over and over, and you don’t hear that from other teachers, you start to form a hypothesis.” Great teachers, he concluded, constantly (more…)
Brain regions associated with attention, interoception and sensory processing were thicker in meditation participants than matched controls, including the prefrontal cortex and right anterior insula, areas shown to be involved in the integration of emotion and cognition. Meditators may be able to use this self-awareness to more successfully navigate through potentially stressful encounters that arise throughout the day.
Between-group differences in prefrontal cortical thickness were most pronounced in older participants, suggesting that meditation might offset age-related cortical thinning. Finally, the thickness of two regions correlated with meditation experience. Connections between sensory cortices and emotion cortices play a crucial role in processing of emotionally salient material and adaptive decision making.
The main focus of Insight meditation is the cultivation of attention and a mental capacity termed ‘mindfulness’, which is a specific nonjudgemental awareness of present-moment stimuli without cognitive elaboration. This form of meditation does not utilize mantra or chanting. Participants were not monks, but rather typical Western meditation practitioners who … meditated an average of once a day for 40 minutes, while pursuing traditional careers in fields such as healthcare and law [some were meditation or yoga teachers].
The research suggests that the brain has more control over its own perception of passing time than people may know. For example, many people have the defeated sense that it was just yesterday that they made last year’s resolutions; the year snapped shut, and they didn’t start writing that novel or attend even one Pilates class. But it is precisely because they didn’t act on their plan that the time seemed to have flown away.
By contrast, the new research suggests, focusing instead on goals or challenges that were in fact engaged during the year — whether or not they were labeled as “resolutions” — gives the brain the opportunity to fill out the past year with memories, and perceived time.
Finally, the mind is perfectly capable of interpreting a fast-forward year, or decade, as something other than a frittering away of opportunities for self-improvement. In another series of experiments published in Psychological Science, psychologists found that when people were tricked into believing that more time had passed than was really the case, they assumed they must have been having more fun. The perception heightened their enjoyment of music and eased their annoyance at doing menial tasks.
The mind is a wonderful sense-making device: it takes ambiguous or confusing information and simplifies it according to rules of thumb.
Mindfulness-Based Stress Reduction (MBSR) consists of multiple forms of mindfulness practice, including formal and informal meditation practice, as well as hatha yoga.
Although there is no explicit instruction in changing the nature of thinking, or emotional reactivity, MBSR has been shown to:
diminish the habitual tendency to emotionally react to and
ruminate about transitory thoughts and physical sensations;
reduce stress, depression, and anxiety symptoms;
modify distorted patterns of self-view;
amplify immune functioning;
enhance behavioral self-regulation; and
improve volitional orienting of attention.
Recent functional neuroimaging studies of MBSR have provided evidence of reduced narrative and conceptual and increased experiential and sensory self-focus at post-MBSR and decreased conceptual–linguistic self-referential processing from pre- to post-MBSR.
The formal practice consists of:
breath-focused attention,
body scan-based attention to the transient nature of sensory experience, (more…)
…integrating thinking and feeling is a desirable mental state, but many people have a hard time reasoning clearly when they’re upset, or bringing emotion into conceptual activities like planning.
Researchers have recently found that the anterior cingulate cortex (ACC) is very involved with weaving thought and feeling together. They’ve also shown that the conscious control of attention is centered in the ACC, which is measurably strengthened by activities that train attention such as meditation. In another example, studies have shown that tuning into the emotional states of others–a central component of empathy–depends on the activity of the insula. The insula also handles interoception, the sensing of the internal state of the body, so mental activities such as sensory awareness activate and eventually thicken the insula, and thereby increase empathy.
In effect, investigators have found that a method used for one purpose (meditation, or sensory awareness) can stimulate and strengthen brain regions that are also involved with another purpose (integrating thinking and feeling, or empathy).
—Rick Hanson, Ph.D. is a clinical psychologist, author, and teacher with
a great interest in the intersection of psychology, neurology, and Buddhism.
He has written and taught extensively about the essential inner skills of personal well-being,psychological growth, and contemplative practice–as well as about relationships,family life, and raising children. A summa cum laude graduate of UCLA,Rick did management consulting before earning his Ph.D.
From the moment I could talk,
I was told that I should listen.
–Cat Stevens Father and Son
I assume that you already know and do not need to be convinced that:
Your most profitable sales and easiest growth come from existing clients.1
Unhappy customers are 5-20 times more likely to tell others about their bad experience than satisfied customers are to spread good news.2
A simple, high-return method of learning from your happy and unhappy customers, of knowing your customers better while making them more loyal to you is to listen to them. Customers are people and people love being listened to.
If you listen closely enough, your customers will explain your business to you.
Compiling research from psychologists and economists (including colleague Richard Thaler), Professor Hsee provides tips on how to make the people around you—employees, significant others, friends, relatives—happy.
Separate gains.
Combine losses.
Announce good news early.
Announce bad news late.
Unpredictable gains are better than stable gains.
Stable losses are better than unpredictable losses.
Choice is bad for good options,
good for bad options.
Wanted is better than needed.
Memorable is better than usable.
When people undertake to control their minds while they are burdened by mental loads–such as distracters, stress, or time pressure–the result [will] often be the opposite of what they intend. …
Individuals following instructions to try to make themselves happy become sad, whereas those trying to make themselves sad actually experience buoyed mood.
…
When people in these studies are encouraged to express their deepest thoughts and feelings in writing, they experience subsequent improvements in psychological and physical health. (See also Resistance is Futile on this blog.) Expressing oneself in this way involves relinquishing the pursuit of mental control, and so eliminates a key requirement for the production of ironic effects. After all, as suggested in other studies conducted in my lab with Julie Lane and Laura Smart, the motive to keep one’s thoughts and personal characteristics secret is strongly linked with mental control. Disclosing these things to others, or even in writing to oneself, is the first step toward abandoning what may be an overweening and futile quest to control one’s own thoughts and emotions.
When we relax the desire for the control of our minds, the seeds of our undoing may remain uncultivated, perhaps then to dry up and blow away.
…chronically stressed rats lost their elastic rat cunning and instead fell back on familiar routines and rote responses, like compulsively pressing a bar for food pellets they had no intention of eating. … regions of the brain associated with executive decision-making and goal-directed behaviors had shriveled, while, conversely, brain sectors linked to habit formation had bloomed.
Behaviors become habitual faster in stressed animals than in the controls, and worse, the stressed animals can’t shift back to goal-directed behaviors when that would be the better approach.
But with only four weeks’ vacation in a supportive setting free of bullies and Tasers, the formerly stressed rats looked just like the controls, able to innovate, discriminate and lay off the bar. Atrophied synaptic connections in the decisive regions of the prefrontal cortex resprouted, while the overgrown dendritic vines of the habit-prone sensorimotor striatum retreated.
The Great Recession has led many of my executive coaching clients to reduce 401(k) contributions, celebrations, work hours (through furloughs), and cut other employee perqs. These leaders often explain the reductions as prudent adjustments to avoid layoffs. Employees, unfortunately, are likely to react by becoming less trusting and cooperative with their employers, as this new research illustrates.
“Even something that is not so strong as a vindictive action—something simply perceived as a negative act,” [Professor Boaz] Keysar says, “escalates quickly.”
The researchers paired up participants for several games of give and take. In one a designated leader decided how much of $100 to give to a partner. In another, leaders decided how much of $100 to take from their partners. … Subjects in the study also consistently reacted better to receiving something than to having it taken from them, even when the gift left them with less money, say $30 instead of $50.
Leaders, however, thought they were being fair … “They did not anticipate,” Keysar says, “that the other person was going to perceive them as doing something negative.” What’s more, he discovered that as the game wore on, each successive round saw partners grabbing more and more as they alternated the taking role. Perceiving the takers as selfish, the participants became less generous.
What Makes Us Happy?, in the June, 2009, issue of the Atlantic has attracted a lot of attention. It is an interesting story, or collection of anecdotes, but does it provide any useful guidance for CEOs or their executive coaches?
Study indicates that employees who are trusted by managers do better work and are more loyal to their employer.
A Closer Look at Trust Between Managers and Subordinates: Understanding the Effects of Both Trusting and Being Trusted on Subordinate Outcomes
The authors propose that trust in the subordinate has unique consequences beyond trust in the manager. Furthermore, they propose joint effects of trust such that subordinate behavior and intentions are most favorable when there is high mutual trust. Findings reveal unique (more…)
“There is quite a bit of evidence now suggesting that the more people you have contact with, in your own home or outside, the better you do” mentally and physically, Dr. Kawas said. “Interacting with people regularly, even strangers, uses easily as much brain power as doing puzzles, and it wouldn’t surprise me if this is what it’s all about.”
And bridge, she added, provides both kinds of stimulation.
“People stop playing,” said Norma Koskoff, another regular [contract bridge] player here, “and very often when they stop playing, they don’t live much longer.”
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This cutting edge technology from MIT reminds me of something I learned in business school more than thirty years ago.
Brain regions associated with attention, interoception and sensory processing were thicker in meditation participants than matched controls, including the prefrontal cortex and right anterior insula, areas shown to be involved in the integration of emotion and cognition. Meditators may be able to use this self-awareness to more successfully navigate through potentially stressful encounters that arise throughout the day.
The research suggests that the brain has more control over its own perception of passing time than people may know. For example, many people have the defeated sense that it was just yesterday that they made last year’s resolutions; the year snapped shut, and they didn’t start writing that novel or attend even one Pilates class. 
Mindfulness-Based Stress Reduction (MBSR) consists of multiple forms of mindfulness practice, including formal and informal meditation practice, as well as hatha yoga.
I assume that you already know and do not need to be convinced that:
Behaviors become habitual faster in stressed animals than in the controls, and worse, the stressed animals can’t shift back to goal-directed behaviors when that would be the better approach.
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