Category Archives: Psychology

Are We Abandoning Science?

Are We Abandoning Science?

GUEST POST from Greg Satell

A recent Pew poll found that, while Americans generally view scientific expertise in high regard, there are deep pockets of mistrust. For example, less than half of Republicans believe that scientists should take an active role in policy debates and significant minorities question the transparency and integrity of scientific findings.

An earlier study done by researchers at Ohio State University found that, when confronted with scientific evidence that conflicted with their pre-existing views, such as the reality of climate change or the safety of vaccines, partisans would not only reject the evidence, but become hostile and question the objectivity of science.

This is a major problem, because if we are only willing to accept evidence that agrees with what we already think we know, we are unlikely to advance our understanding. Perhaps even worse, it opens us up to being influenced by pundits —those with strong opinions but questionable expertise. When we turn our backs on science, we turn our backs on truth.

The Rise Of Science

When René Descartes wrote “I think, therefore I am” in the mid 1600s, he was doing more than coining a clever phrase, he was making an argument for a rational world ruled by pure logic. He believed that you could find the answers to problems you needed to solve merely by thinking about them clearly.

Yet Descartes and his rational movement soon ran out of steam. Many of the great minds that followed, such as John Locke and David Hume, took a more empirical view and argued that we can only truly understand the world around us through our experiences, however flawed and limited they may be.

It was this emphasis on experiences that led us to the concept of expertise. As the Renaissance and the Enlightenment gave way to the modern world, knowledge became specialized. It was no longer enough to think about things, the creation of knowledge came to be seen as arising from a scientific process of testing hypotheses through experiment.

This was a major shift, because you could no longer simply argue about things like how many angels could fit on the head of a pin, you actually had to put your thoughts to the test. Others could then examine the same evidence and see if they came to the same conclusions as you did. Thinking about things wasn’t enough, you had to show that they worked in the real world.

The Soccer Ball You Can’t See

Science is a funny thing, full of chance discoveries, strange coincidences and unlikely moments of insight. In his book, The God Particle, the Nobel prizewinning physicist Leon Lederman tells a metaphorical story about an alien race watching a soccer game to illustrate how it is practiced.

These aliens are very much like humans except that they can not see black and white patterns. If they went to a soccer game, they would be utterly confused to see a bunch of guys running around a field for no apparent reason. They could come up with theories, formulas and other conjectures, but would fail to make useful predictions.

Eventually, one might notice a slight bulge in the net of the goal just as the crowd erupted in a cheer and come up with a crazy idea about an invisible ball. Through further observation, they could test the hypothesis and build evidence. Although they could never actually see the ball, they could catalogue its effects and use them to understand events.

His point is that science is not common sense. It deals with things that we do not directly experience, but nevertheless have concrete effects on the world we live in. Today, we live in a world of the visceral abstract, where oddball theories like relativity result in real innovations like microprocessors and the Internet.

Cargo Cult Science

Because so much of science deals with stuff we can’t directly experience, we need metaphors like Lederman’s story about the aliens to make sense of things. Part of the fun of science is letting your imagination run wild and seeing where things go. Then you can test those ideas to see if they actually reflect reality.

The problem is that pundits and flakes can do the same thing — let their imagination run wild — and not bother to test whether they are true. Consider the anti-vax movement, which has no scientific basis, but has gone viral and led to a resurgence of diseases that were nearly extinct. Nevertheless, dressed up in some scientific sounding words, the idea that vaccines cause disease in children can be very convincing.

The physicist Richard Feynman called this cargo cult science, after a strange phenomenon that takes place on some islands in the South Pacific in which some tribes try to mimic the use of technology. For example, they build mock airstrips in the hopes that airplanes would appear with valuable cargo.

What makes science real is not fancy sounding words or white lab coats, but the fact that you work under certain constraints. You follow the scientific method, observe professional standards and subject your work to peer review. Pundits, on the other hand, do none of these things. Simply having an opinion on a subject will suffice.

The New Mysticism

Clearly, science is what created the modern world. Without science, you cannot have technology and without technology, you cannot create prosperity. So, on purely economic terms, science is extremely important to our success as a society. We need science in order to progress.

Yet in broader terms, science is the search for truth. In a nutshell, science is the practice of coming up with testable statements to see what’s possible. That’s what separates Darwin’s theory of natural selection and the big bang from nonscientific theories. The former is a matter of science, which can be tested through experiment and observation, the latter a matter of faith and belief.

Consider what Marco Rubio said in an interview with GQ about the age of the universe a few years ago:

“I think the age of the universe has zero to do with how our economy is going to grow. I’m not a scientist. I don’t think I’m qualified to answer a question like that. At the end of the day, I think there are multiple theories out there on how the universe was created and I think this is a country where people should have the opportunity to teach them all.”

Yet the big bang is not just a theory, but the result of a set of theories, including general relativity and quantum mechanics, combined with many observations over a period of decades. Students in physics class are supposed to learn about the big bang not to shape their religious beliefs, but because of its importance to those underlying theories.

And those concepts are central to our everyday lives. We use relativity to calibrate GPS satellites, so that we can find restaurants and target missiles. Quantum mechanics gave us lasers and microprocessors, from which we make barcode scanners and iPhones. In fact, the theories underlying big bang are essential for our modern economy to function.

When we turn our backs on science, what we are left with is essentially a form a mysticism. We can listen to our inner voices to decide what we believe and, when faced with a competing idea, ascribe its provenance to only someone else’s inner voice. Once we make truth a matter of opinion, we start our way down a slippery slope.

— Article courtesy of the Digital Tonto blog
— Image credit: Pixabay

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A Global Perspective on Psychological Safety

A Global Perspective on Psychological Safety

GUEST POST from Stefan Lindegaard

Professor Amy C. Edmondson defines psychological safety as “a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.” Achieving psychological safety is essential for fostering innovation and maintaining a competitive edge in today’s rapidly changing business landscape.

In this article, I will share my personal perspectives on psychological safety across different regions around the world, based on my extensive travel and interactions with leaders and organizations over many years. Please note that these observations are not exhaustive but serve as a reflection of my experiences in these regions.

Northern Europe – high psychological safety today

Northern European countries, including the Nordic region and countries like the Netherlands and Germany, are known for their high levels of psychological safety. Leaders in these countries often adopt a more participative and collaborative approach to decision-making, promoting open communication and employee empowerment. Flat organizational structures are more common, allowing for reduced power distance between employees and managers.

For example, in Sweden, the practice of “fika” – regular coffee breaks where employees gather and engage in informal conversations – encourages open dialogue and builds trust among team members. In the Netherlands, the “polder model” of consensus-based decision-making fosters a cooperative atmosphere where diverse opinions are valued and considered.

Southern Europe, Middle East, and parts of Asia – potential for growth through proper implementation

In Southern European countries like Italy, Spain, and Greece, as well as Middle Eastern and other countries such as Turkey and China, top-down and hierarchical leadership styles are more prevalent. Cultural norms and values that emphasize deference to authority can make it challenging to establish psychological safety in these contexts. However, there is significant potential for growth if organizations can adopt more inclusive leadership styles and promote open communication.

In some companies in these regions, forward-thinking leaders are beginning to recognize the value of psychological safety and are implementing practices such as regular feedback sessions, team-building activities, and mentorship programs to foster a more supportive and inclusive work environment.

Psychological Safety Graphic by Stefan Lindegaard

Southeast Asia – an emerging tipping point

Countries in Southeast Asia, including Thailand, Indonesia, and Malaysia, are witnessing a shift in leadership styles, driven by a younger generation and visionary veterans who are blending Eastern and Western approaches. While these countries may currently lag in innovation, their appetite for learning and desire to transform organizational cultures could lead to rapid advancements in psychological safety.

In Southeast Asia, several organizations are embracing the concept of a growth mindset, encouraging employees to take risks, learn from mistakes, and continuously improve. By adopting more inclusive leadership styles and creating spaces for open communication, these countries have the potential to foster psychological safety and drive innovation.

North America – a tale of two realities

In innovation hotspots in the United States and Canada, psychological safety is already well-established. The war for talent in these areas has led organizations to prioritize employee well-being and create inclusive environments. However, other parts of North America may not share the same level of psychological safety, and it’s essential to differentiate between these diverse contexts.

Innovation-driven companies in North America often prioritize transparency and openness, with leaders who actively seek employee input and promote a culture of collaboration. By empowering employees to take initiative, express their ideas, and challenge conventional thinking, these organizations create a psychologically safe environment that fuels creativity and innovation.

Latin America and Africa – unique challenges and opportunities

In Latin American and African countries, cultural norms, economic conditions, and political contexts can vary widely, leading to diverse approaches to psychological safety. While some organizations may struggle with hierarchical leadership styles and limited resources, others are embracing more inclusive practices and leveraging local talent.

Recognizing the unique challenges and opportunities in these regions is crucial for fostering psychological safety and driving innovation. For example, in countries like Brazil and South Africa, companies are increasingly focusing on employee development and well-being, investing in leadership training, and promoting open communication.

Conclusion

Psychological safety is a critical component of successful organizations across the globe. While the degree of psychological safety may vary from region to region, leaders in all contexts can benefit from fostering a supportive, inclusive, and open environment that encourages employees to speak up and share their ideas.

As a global community, we can learn from one another’s experiences and perspectives to advance the development and implementation of psychological safety in organizations worldwide. I encourage readers to share their own insights and experiences with psychological safety in different regions and explore how we can collectively promote a more psychologically safe and innovative world.

So, what are your thoughts on psychological safety from a global perspective?

Feel free to share your comments, perspectives, and questions.

Let’s learn together.

Image Credit: Pixabay

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A Different Approach to Well-being, Resilience and Creativity

A Different Approach to Well-being, Resilience and Creativity

GUEST POST from Janet Sernack

In our previous blogs, we outlined the need, in our chaotic world of unknowns, to reclaim our focus and attention and take charge of our own minds. By reclaiming these, and enhancing self-awareness we have a deeper understanding of the sources of our anxiety and distractions.  How to self-manage and self-regulate them through developing deliberate calm. To effectively create consciousness, and a safe space that potentially transforms the power of our minds and hearts to connect with others, cultivate well-being, harness people’s collective genius, and generate our resilience, through thinking about creativity differently.

Transforming fear and alarm

This mobilizes the energy our fears, anxiety, and alarm provide to transform the power of our minds and develop physical and psychological well-being. We can then apply proven neuroscience principles and coaching practices to cultivate resilience and think about creativity differently.

Transforming our fears and alarm in this way increases our resilience in responding to events in real-time, anticipating future events, and processing learning’s post events. It also enhances our well-being and creativity to enable us to be courageous and compassionate when inventing and innovating in an uncertain and constantly changing environment.

The potential outcomes include people experiencing more positive emotions, increased engagement at work, increased development of positive relationships, and more meaningful and purposeful work. These help us be adaptive, and transform the power of our hearts and minds to be creative, accomplish, learn, adapt, grow, and innovate through disruption.

Well-being is in crisis

In the latest report, by Udemy on “Workplace Learning Trends” they compare data collected from Australian workers (human capital) in early September 2022 with previous surveys in November 2019, August 2020, and May 2021.

They discovered three surprising truths about well-being, including:

  • Workers’ resilience levels are waning. More than two-thirds of workers (68.5%) felt like they were burning out at work. This is impacting workers’ levels of performance, job satisfaction, and commitment.
  • There is a crisis for meaningful work Only 39.1% of workers said their work was valuable and worthwhile, versus 47% in 2021, and 52.9% in 2020.
  • Many workplaces are wasting their well-being Workplaces have too much invested in EAP services (which are proving only slightly more effective than doing nothing) and not enough in more effective tools that workers are more comfortable accessing like Wellbeing Artificial Intelligence Bots, Wellbeing Apps, Wellbeing Workshops and Wellbeing Coaching.

This reinforces the need to think and act differently when we approach cultivating well-being, resilience, and creativity to better realize our human potential and human skills in times when they are our most valuable assets and needed the most and are crucial to future success!

Developing deliberate calm

“Deliberate calm” involves developing a practice of adaptive, intentional choices that anyone can develop by embracing what was once regarded as “soft” stuff: self-awareness, emotional intelligence, and mindfulness to learn proactively and lead dynamically amid the most uncertain circumstances, where according to Aaron De Smet, the co-author of “Deliberate Calm: How to Learn and Lead in a Volatile World”:

“Why do we say “deliberate”? Because if you’re not deliberate about it you will probably freak out. I need to be very deliberate in knowing that I’m in a chaotic situation, knowing the stakes are high, knowing there’s a lot of uncertainty, and then deliberately calming myself down and taking stock”.

Deliberate calm looks at the inner world, the outer world, the context, and the dynamic between those and starts by slowing down to create a safe space for people to enjoy the benefits of deliberate calm.  This helps activate, focus, and unleash our creative brains and facilitates thinking about creativity differently.

Hitting our pause buttons

Creating deliberate calm is one of the most critically urgent human skill sets to develop.

It involves creating for ourselves and co-creating, with others, more normalized states of equilibrium and calmness. This enables us to cultivate our physical and psychological well-being, develop resilience and unleash creativity differently by accessing our collective intelligence, skills, and experience through applying proven neuroscience principles and coaching practices.

It starts with initiating a habit of pausing long enough to take deep breaths, retreat, reflect, and access these inner parts of ourselves; including noticing our emotions, identifying our triggers, observing our physical reactions to normalize our equilibrium, coherence, and calmness, and focusing on thinking about creativity differently.

Re-appraising our situation

We can then reappraise what is really going on, by identifying what our emotions are telling us, sustaining the most resourceful emotions and letting negative ones go, and finally, by identifying the key options for taking positive actions. Ultimately take smarter risks, make smarter decisions, and take more intelligent actions that cultivate our well-being, develop our resilience, unleash creativity differently, and satisfy our desire for meaning, purpose, and accomplishment.

As evidenced by our global coaching practice, this personally empowering and energizing activity focuses our attention, minds, and hearts on what really matters, and on what we can truly influence and control in a world of unknowns, and engages people deeply in doing the value-adding, productive and meaningful work that delivers it.

Three new deliberate calming practices to access and unleash our creative brains

  • Being grounded: involves being fully embodied, whole, centered, and balanced in ourselves and our relationships, we are in complete control of our mental, physical, and emotional selves, and are not easily influenced or shaken by other ideas or individuals.
  • Our unconscious mind, through our brains’ default mode network (DMN), is freed to wander, and be spontaneous in emerging and generating novel and surprising ideas and patterns.

This is usually achieved by regularly practicing a range of very simple activities that help us get centered, including removing any distractions (mobile phones), deep breathing (box breathing), and slow grounding repetitive exercises such as Feldenkrais.

  • Being mindful: involves focusing our conscious attention on the present moment, our physical sensations, thoughts, and emotions in an accepting, nonjudgmental, and discerning way. It involves training our unconscious minds to notice, focus and pay deep attention to what is really going on, for ourselves, for others, and in the system, we are operating within.
  • Our conscious minds are now provided with the focus necessary for guided problem-solving and for identifying the actions required to deliver the desired outcomes.

This is usually achieved by simple activities, by directing your focus when walking during the day (in nature without headsets), yoga, swimming, golf, tennis, listening to music, cooking, or by simple mindful meditation practices.

  • Being conscious: involves being in the present moment, or fully in the “here and now,” and means that we are grounded, fully aware, and mindful of what is happening at every moment because we are now consciously aware and able to shift our minds and generate creative thinking strategies.
  • Our conscious minds are able to exploit possibilities and make sense of the ideas that surface in the mind-wandering phase, by accessing the salience network, which then recruits the executive control networks, in our brains to refine and develop an idea. We can then exploit the range of creative ideas to make unexpected connections and to emerge, diverge and converge novel ideas for thinking about creativity differently, as well as for smart risk-taking, decision-making, and innovative problem-solving.

Empowering people to envision and transform

Creating a safe space, to transform the power of our minds and hearts to connect with others cultivates our well-being, harnesses peoples’ collective genius, generates resilience, and unleashes creativity by thinking about creativity differently.

This manifests as an opportunity to empower people to plan and make the nudges necessary to kickstart change, envision and plan for the future of unknowns.

Rather than unintentionally colluding with their unconscious panicking and retreating from the fears, anxiety, and risks currently emerging in an uncertain world full of disruption and crises.

Find out about our collective, learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, presented by Janet Sernack, is a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Friday, May 12, 2023.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus, human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique innovation context.

Image Credit: Pixabay

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At the Intersection of Innovation Way and Extraordinary Drive

At the Intersection of Innovation Way and Extraordinary Drive

GUEST POST from Shep Hyken

No matter what business we’re in, our storefront better be located at the intersection of Extraordinary Drive and Innovation Way.

Of course, I am speaking figuratively. But, I’ve literally taken a photo at this real intersection that exists in the middle of High Point University. I am a fan of the university and its leadership. I’ve attended special programs there on several occasions, and every time I go back I’m reminded of its focus on being extraordinary and its innovative approach to education.

We can all learn from HPU. Higher education is a sector that is facing major disruptions from every direction. (Did you think it was just your industry having to find new ways to compete?)

Consider the looming demographic shifts impacting higher ed. According to a CNBC story, undergraduate enrollment is down 9.4% compared to two years ago. Fewer kids going to college in the next few years means a leaner market for universities to fight over. Then there’s all the chatter about whether college is really worth it. Just go to a trade school, a coding boot camp, etc. The headwinds that higher education is facing are stronger than ever.

Yet, HPU has created a distinctive niche in the higher education industry by becoming the Premier Life Skills University. How much of what a student learns in school can really be called life skills? Of course, students must embrace the liberal arts and explore subjects like literature, math, art, history, science and so on. These make us smarter and provide us with more knowledge, but are they translated into life skills? Shouldn’t education go beyond information and theory, and instead prepare us to implement those lessons in real-world scenarios?

What happens when we’re asked to describe ourselves in a job interview? How do we handle ourselves in client meetings and boardrooms? Are we ready for conflict, constant change and complex problem solving? These skills are not typically taught in school, but it’s exactly those abilities in which HPU excels, differentiating it from other colleges and universities.

So, let’s take a lesson from HPU and discover how it has created value for its students (and their parents) and how we can do the same in our businesses and organizations. In short, they’ve done it by living at the intersection of Extraordinary Drive and Innovation Way. Here are a few examples:

When critics of higher education suggest that college isn’t worth it, HPU decides to create extra value by providing every freshman with a professional success coach, equipping its Career Office to deliver an impressive 99% placement rate for recent graduates. It even offers a tuition-free Master’s Degree in Communication and Business Leadership. How are you adding additional value for your clients and customers?

When critics of higher education suggest young people should just learn a trade, HPU’s answer is weaving the “trade” of leadership and life skills into every major. It even has an “In Residence Program” that puts industry leaders in the classroom. Imagine being mentored by founders of companies such as Apple Computer or Netflix. Imagine being coached by the CEO of the Dallas Mavericks or Domino’s Pizza. They, along with dozens of other accomplished executives and leaders, all work with HPU students. So, beyond the fully accredited classroom experience that HPU offers (like every other accredited college in the nation), it has added real-world mentorship to the value equation. What is the lesson for you and me? We better be sure we deliver extraordinary and relevant benefits that add value to our customers’ and clients’ experience.

When critics of higher education suggest just going to a coder boot camp instead of college, HPU reminds families that technical skills aren’t enough when it comes to building a sustainable career. HPU has studied and surveyed employers and proven through its data that life skills are the unshakable foundation for earning and sustaining success no matter our occupation or our age. So, how are you interpreting your value to your clients? Because if you don’t, you are leaving it up to someone else. And that someone else may be your competition!

And beyond the critics who question the value of a college education, there are others who specifically criticize HPU. Success is sweet, but it also comes with competitors and critics putting a target on your back. One of the often-mentioned criticisms is the look of its campus. Really? HPU is proud that almost everyone who sees the campus for the first time says, “Wow!” It’s hard not to be impressed with the manicured campus, the beautiful buildings and the engaging, positive environment that students enjoy. But there’s far more to this university than its good looks. Look beyond the surface and you’ll find some of the most extraordinary and innovative classrooms and programs, such as the $500 million Innovation Corridor filled with cutting-edge labs where research funded by NASA and the National Institutes of Health takes place.

While higher education is in the midst of disruption like most industries, HPU has transformed what a college can do and be, and that by nature draws criticism. But here’s the lesson we can all learn: When your business or organization creates transformational change, it will surely attract criticism. As long as you are rendering value for your clients, then you know you’re doing something right.

We all have critics of our business or industry. And we all have challenges we must overcome. How we succeed or fail is directly related to how we respond to criticism and how we deliver on behalf of our customers. When we make the decision to live at the intersection of Extraordinary Drive and Innovation Way, we have no choice but to keep up our neighborhood and deliver value.

This article originally appeared on Forbes.com

Image Credit: Pexels

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Take Charge of Your Mind to Reclaim Your Potential

Take Charge of Your Mind to Reclaim Your Potential

GUEST POST from Janet Sernack

In our recent blog, we explored how our focus and attention have been stolen, and how our ability to pay attention is collapsing and described why we need to be intentional in reclaiming it. Yet, many of us are constantly challenged by very short attention spans, where we can often be found sitting at our desks, dealing with a range of very urgent deadlines with a distracted, and unfocussed mind. Despite being intrinsically motivated to meet our deadlines, and being self-aware of needing to focus on completing the tasks in front of us, many of us often still struggle to disrupt and stop our thoughts from wandering randomly and haphazardly. Because, we are no longer being in charge of our minds, our time, or of our cognitive capacities and abilities that help us self-regulate, concentrate and focus our attention, kickstart change, innovate and become resilient.

A recent article in Psychology Today “The War For Your Attention” reinforces this problem by stating:

 “We live in a time when attention has become our most valuable asset, one for which multiple stakeholders are competing. Political parties, media outlets, companies, and individuals want a share of it, and if they can have it, they want it all. As a result, remaining in charge of our minds has become a daily challenge. Our attention defines our experience, which sets the mindset of our minds”.

Become Resilient

Because we don’t know if companies will ever return to their pre-pandemic-like worlds, and what new technologies will emerge, we need to become resilient to be future-fit, in this new world of unknowns.

This requires people to unlearn some of their less resourceful “bad pre and post-pandemic habits” and be:

  • Open towards relearning and reskilling in how to focus, concentrate and observe, and how to manage, direct and expand our attention spans.
  •  Intentional, outcome-focused, and therefore, effective, agile, adaptive, and resilient in an uncertain world full of disruption and crises.

This is reinforced by a recent article “Seizing the momentum to build resilience for a future of sustainable inclusive growth” by McKinsey & Co:

“In the past year, leaders have been confronted with a lifetime’s worth of disruption and crises: global conflict, energy uncertainty, food shortages, accelerating inflation, and severe climate events. Natural and human-made disruptions will only persist. To enable long-term, sustainable, and inclusive growth, today’s business leaders and policymakers must strengthen resilience beyond a survival capacity.”

  • From surviving to thriving

The nature and speed of change are not going to slow down, at the same time, our uncertain world full of disruption and crises is having a harsh psychological toll on everyone, impacting negatively on people’s states of emotional and physical health.

If we want people to thrive, we have to start helping people to live better than we ever have.

Taking the first baby steps requires people to confidently and courageously be, think and act differently.

Starting with empowering and enabling people to take charge of their hearts and minds, and commit to focusing their attention on building their resilience.

The Switch-Cost Effect

In his best-selling book Johann Hari – Stolen Focus, describes how Professor Earl Miller, a specialist in neuroscience, at the Massachusetts Institute of Technology, states that “our brains can only produce one or two thoughts” in our conscious minds at once.

Because “we are very, very single-minded” and have “very limited cognitive capacity.”

  • Multi-tasking is an illusion

The delusion that we can multitask, or juggle a number of thoughts and activities at the same time, is revealed, through robust research, as actually “switching, back and forth.”

He states that we don’t notice the switching because:

“Our brain sort of papers it over to give a seamless experience of consciousness, but what they’re actually doing is switching and reconfiguring their brain moment-to-moment, task-to-task – which comes with a cost.”

  • Losing time to refocus

This is described as the “switch-cost effect” and means that every time we switch tasks while trying to work, we are actually losing a huge amount of time required to concentrate and manage our attention spans to refocus afterward.

“For example, one study at Carnegie Mellon University’s human-computer interaction lab took 136 students and got them to sit a test. Some of them had to have their phones switched off, and others had their phones on and received intermittent text messages. The students who received messages performed, on average, 20% worse. It seems to me that almost all of us are currently losing that 20% of our brainpower, almost all the time. Miller told me that as a result we now live in “a perfect storm of cognitive degradation”.

Reducing Cognitive Degradation

There are a number of simple and obvious ways to reduce our cognitive degradation and heal our unconscious “attention deficit syndromes”, and cognitively reappraise to be in charge of our minds, concentrate and effectively manage our attention spans.

It is also the first step we need to take to empower and enable ourselves and others, in taking charge of our hearts and minds and demonstrating our commitment to focusing our attention and becoming initially resilient.

These simple actions require us to be self-disciplined, methodical, and rigorous and open to re-learning how to concentrate and self-regulated our attention spans by habitually:

  • Stripping out distractions,
  • Ceasing to multi-task,
  • Getting more quality sleep,
  • Taking regular short breaks,
  • Doing brain exercises,
  • Doing physical exercises,
  • Listening to music,
  • Setting priorities,
  • Using a timer.

How to be in charge of our own minds

If we want to cultivate a calmer, coherent, and resourceful psychological state, to achieve the outcomes we want to have in our lives, then focus and place our attention on both what we want to manifest (our intention), and on what we want your attention to move away from, to cease.

  • Attention activates

When choosing to consciously slow down, hit our pause buttons, and retreat into stillness and silence, opens the sacred space, that allows us to reflect, focus and pay deeper attention to the impact of our emotions and beliefs on our thoughts.

We can then also attend to, and break down any unresourceful beliefs, emotions, and cognitive distortions about what we can really and truly influence and control to:

  • Create a more normalised state of equilibrium and calm, get grounded and fully present and manage our attention spans to concentrate on what really matters to us, in ways that are self-compassionate and optimistic about the future.
  • Support ourselves by believing that we can succeed in handling our situations, responsibly, creatively, and effectively.
  • Become resilient by knowing how to respond to events in real-time, anticipate events and problems that may occur in the future, and bounce from adversity whilst processing the insights and learnings gained by conquering key challenges.

Developing Resilience

We can then be in charge of our minds, become resilient, and create a safe space and generosity for others to fully show up and connect with us. We can open our eyes, minds, and hearts to all options, unleash possibilities and opportunities, make smart change choices, and innovate, rather than panicking and retreating from the risks emerging in an uncertain world full of disruption and crises.

Find out about our collective, learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, presented by Janet Sernack, is a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Friday, May 12, 2023.

Image Credit: Pixabay, Pexels

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Taking Care of Yourself is Not Impossible

Taking Care of Yourself is Not Impossible

GUEST POST from Mike Shipulski

When there’s nothing left in your tank, what do you do? When it’s difficult for you to keep your head above water, what do you do? When you see people who need help, do you spend your energy to help them or do you preserve your energy for yourself?

If no one at your company has the energy to spare, what are the consequences? If a small problem isn’t solved quickly, might it snowball into something unmanageable? If a series of unsolved problems develop into a series of avalanches, couldn’t that change the character of your company? If everyone at your company is out of gas, what does that say?

If your calendar is full of standing meetings, you have no time for deep work. But, if your calendar has free space, that gives others the opportunity to fill your calendar with their priorities. Is it okay to say no to a meeting? Is it okay to preserve time for deep thought? Is it okay to cancel the whole meeting series for a standing meeting? What would it mean to your mental health if you deleted standing meetings and freed up six hours per week? What would it mean to the quality of your work? Might you even get to do the foundational work that is vital to next year’s success?

What would it mean if you could create a four-hour block of uninterrupted time that recurred wice per week? What could you accomplish in those two luscious time blocks? How many problems could you avoid? How many cross-team relationships could build? How much could you learn from researching the state-of-the-art? How much could you accelerate your projects? How many young people could you help?

What’s in the way of canceling some meetings? Is your mental health worth it? What’s in the way of scheduling a four-hour meeting with yourself twice a week? Is your work important enough? What’s in the way of stopping work at a reasonable time so you can get your personal things done, get some exercise, and spend time with your family? What would your company think if you took care of yourself and had some energy to spare for others?

What’s in the way of taking care of yourself?

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Kickstart Change with Reclaimed Focus and Attention

Kickstart Change with Reclaimed Focus and Attention

GUEST POST from Janet Sernack

In 2019 we experienced the shock and the pain that resulted from the globally disruptive global Covid 19 pandemic. To both survive and thrive in the new decade of uncertainty, many people still need help and guidance to connect to, understand and manage their anxieties, fears, inertia, and confusion about the future to effectively ride the waves of disruptive change. Yet, according to Johann Hari, in his best-selling book – Stolen Focus, all over the world, our focus and attention have been stolen, and our ability to pay attention is collapsing, and we need to be intentional in reclaiming it.

He describes the wide range of consequences this has on our lives, which are further impacted by pervasive and addicting technology we are being forced to use in our virtual world, exasperated by the pandemic and the need to work virtually, from home. He reveals how our dwindling attention spans predate the internet, and how its decline is accelerating at an alarming rate.

He suggests that if we want to get back our ability to focus, stop multitasking and practice paying attention. Also, if we want to kickstart change and help people feel confident in their readiness, competence, and capacity to change and innovate in a world of unknowns, it all starts with improving our ability to pay deep attention to what is really going on.

Yet, in the thesaurus there are 286 synonyms, antonyms, and words related to paying attention, such as: listen, and giving heed, so what might be the key first steps to take in reclaiming your focus and attention?

Power of focus and attention

  • Energy flows where attention goes

Placing our focus and attention activates our energy, and our energy flows where our attention goes.

So, if you have been feeling tired and lethargic, or overwhelmed and burned out, then take a moment to consider how you might score yourself on an attentive-distractive continuum and consider how similar, or different you are to US college students who can now focus on one task for only 65 seconds, and where office workers on average manage only three minutes?

  • Being intentional

Involves getting clear upfront about what you want to achieve, by setting an intention to achieve a specific outcome or result in the future that is important to you.  In a world of unknowns, paying deep attention and being intentional are the key foundations for recovery, rebalance, and transformation.

Limiting ways of seeing, being, and acting in the world  

Many people are still experiencing unconscious intrinsic, or reactive responses to their pandemic-induced work situations and are suffering from stress overload, overwhelm, and burnout.

This is because our autonomic nervous systems, which control our cardiovascular, respiratory, digestive, urinary, and reproductive functions, and responses to stress, operate outside of our conscious control in two different and co-dependent and often competing systems.

  • Parasympathetic fight or flight system

Put very simply, our sympathetic nervous systems get overloaded by heightened stress levels, which ignite our protective fight or flight system, which normally allows our bodies to function under stress and danger, and, as a result, impacts significantly on our levels of tiredness, exhaustion, and burnt-out emotional, mental and physical states.  This exasperates our inherent, unconscious needs to self-preserve (gut), feelings of isolation and loneliness (heat), and having the limited presence of mind (head) and reverts many of us into survival mode, and shift out of alignment, where we become physiologically incoherent (out of balance).

Which is not conducive to knowing and activating what we can truly, really, and actually influence and control in our lives, which requires us to effectively balance chaos with order.

  • Reduced capacity

When operating in survival mode, we are unable (like the US College students) to take the sacred pauses we need to make the space to attend and observe, through retreat, and reflection.

We are no longer able to access our inner knowing, play in the space of possibility, create a normalized state of equilibrium and calm, and be coherent and congruent in our daily lives.

Our overall capacity to set clear goals, make smart decisions, creatively solve problems, courageously take the right actions, harness our intuition, compassionately cultivate understanding and perception, develop good relationships, learn and develop, and finally, our health and well-being, are significantly reduced.

Initiate reclaiming focus and attention

Because we don’t know if companies will ever return to their pre-pandemic-like worlds, and become future-fit, people need to be reskilled in how to focus, how to observe, how to deeply focus and attend, and how to be intentional.

Developing daily habits to be focused and productive

  1. Being intentional about breathing

 To help balance and initiate harmonizing our autonomic nervous systems, develop physiological coherence, to respond optimally to the world, starts with developing focus and attention on your breath.

Doing this helps your neurology to relax, reduce stress and anxiety, increase calmness, and reconnect to the self.

Sounds simple, yet in my global coaching practice, clients would often turn up feeling overwhelmed and incoherent, so we would begin the session with a “box breathing” exercise. This involves breathing while you slowly count to four for a total of four times – four counts of breathing in, four counts of holding your breath, four counts of exhaling, and four more counts of holding after your exhale. We could both be grounded, and coherent, to partner and connect in high-impact and productive sessions.

  1. Being intentional in stepping away from your screens

According to one 2019 survey of 1,057 U.S. office workers, 87 percent of professionals spend most of their workday staring at screens: an average of seven hours a day. Closing your laptop and taking a quick walk outside, in nature allows your brain to recharge for your next task, and enables your autonomic nervous system to take a well-deserved break and calm down.

Sounds simple, yet in my global coaching practice, clients found this very difficult to do, this might involve no TV screens in bedrooms, leaving phones outside bedrooms, turning phones off at 8.00 pm, buying an alarm clock, setting and sticking to a dedicated start and finish work times, taking regular lunch breaks outside in nature and coffee breaks with friends. Be playful and allow your mind to enjoy wandering into wondering.

  1. Working in focused intervals

A recent article in Inc stated that –  “In addition to the seven or eight hours of adequate sleep that so many entrepreneurs and CEOs neglect, taking smart breaks during your workday, and having longer periods of downtime are keys to being more productive”.

Sounds simple, again in my global coaching practice I had to negotiate with clients to be intentionally disciplined and methodical in planning their days, weeks, and months. This involved scheduling time to initiate or sustain a mindfulness or meditation practice, engage in a regular exercise program, go shopping to buy and eat healthy foods (eliminating desk-side snacks), being clear on key deliverables and breaking down key tasks into bite-size bits, and saying no to meetings that don’t contribute towards achieving these.

When we change the way we attend, a different world can come forth, for ourselves, others we are interacting with, and the environment we are operating within. When we know how to really, truly, and deeply attend, and observe, we can go to our place of deeper knowing, rethink and then act swiftly and inflow to effect the transformational breakthroughs that change the world as we know it.

Find out more about our work at ImagineNation™

Find out about our collective, learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, presented by Janet Sernack, is a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, which can be customized as a bespoke corporate learning program.

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Both Sides of the Story

Both Sides of the Story

GUEST POST from Mike Shipulski

When you tell the truth and someone reacts negatively, their negativity is a surrogate for significance.

When you withhold the truth because someone will react negatively, you do everyone a disservice.

When you know what to do, let someone else do it.

When you’re absolutely sure what to do, maybe you’ve been doing it too long.

When you’re in a situation of complete uncertainty, try something. There’s no other way.

When you’re told it’s a bad idea, it’s probably a good one, but for a whole different reason.

When you’re told it’s a good idea, it’s time to come up with a less conventional idea.

When you’re afraid to speak up, your fear is a surrogate for importance.

When you’re afraid to speak up and you don’t, you do your company a disservice.

When you speak up and are met with laughter, congratulations, your idea is novel.

When you get angry, that says nothing about the thing you’re angry about and everything about you.

When someone makes you angry, that someone is always you.

When you’re afraid, be afraid and do it anyway.

When you’re not afraid, try harder.

When you’re understood the first time you bring up a new idea, it’s not new enough.

When you’re misunderstood, you could be onto something. Double down.

When you’re comfortable, stop what you’re doing and do something that makes you uncomfortable.

It’s time to get comfortable with being uncomfortable.

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Creating Productive Interactions During Difficult Times

Creating Productive Interactions During Difficult Times

GUEST POST from Mike Shipulski

When times are stressful, it’s more difficult to be effective and skillful in our interactions with others. Here are some thoughts that could help.

Decide how you want to respond, and then respond accordingly.

Before you respond, take a breath. Your response will be better.

If you find yourself responding before giving yourself permission, stop your response and come clean.

Better responses from you make for even better responses from others.

If you interrupt someone in the middle of their sentence so you can make your point, you made a different point.

If you find yourself preparing your response while listening to someone, that’s not listening.

If you recognize you’re not listening, now there are at least two people who know the truth.

When there are no words coming from your mouth, that doesn’t constitute listening.

The strongest deterrent to listening is talking.

If you disagree with one element of a person’s position, you can, at the same time, agree with other elements of their position. That’s how agreement works.

If you start with agreement, even the smallest bit, disagreement softens.

Before you can disagree, it’s important to listen and understand. And it’s the same with agreement.

It’s easy to agree if that’s what you want to accomplish. And it’s the same for disagreement.

If you want to move toward agreement, start with understanding.

If you want to demonstrate understanding, start with listening.

If you want to demonstrate good listening, start with kindness.

Here are three mantras I find helpful:

  1. Talk less to listen more.
  2. Before you respond, take a breath.
  3. Kindness before agreement.

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Will CHATgpt make us more or less innovative?

Will CHATgpt make us more or less innovative?

GUEST POST from Pete Foley

The rapid emergence of increasingly sophisticated ‘AI ‘ programs such as CHATgpt will profoundly impact our world in many ways. That will inevitably include Innovation, especially the front end. But will it ultimately help or hurt us? Better access to information should be a huge benefit, and my intuition was to dive in and take full advantage. I still think it has enormous upside, but I also think it needs to be treated with care. At this point at least, it’s still a tool, not an oracle. It’s an excellent source for tapping existing information, but it’s (not yet) a source of new ideas. As with any tool, those who understand deeply how it works, its benefits and its limitations, will get the most from it. And those who use it wrongly could end up doing more harm than good. So below I’ve mapped out a few pros and cons that I see. It’s new, and like everybody else, I’m on a learning curve, so would welcome any and all thoughts on these pros and cons:

What is Innovation?

First a bit of a sidebar. To understand how to use a tool, I at least need to have a reasonably clear of what goals I want it to help me achieve. Obviously ‘what is innovation’ is a somewhat debatable topic, but my working model is that the front end of innovation typically involves taking existing knowledge or technology, and combining it in new, useful ways, or in new contexts, to create something that is new, useful and ideally understandable and accessible. This requires deep knowledge, curiosity and the ability to reframe problems to find new uses of existing assets. A recent illustrative example is Oculus Rift, an innovation that helped to make virtual reality accessible by combining fairly mundane components including a mobile phone screen and a tracking sensor and ski glasses into something new. But innovation comes in many forms, and can also involve serendipity and keen observation, as in Alexander Fleming’s original discovery of penicillin. But even this requires deep domain knowledge to spot the opportunity and reframing undesirable mold into a (very) useful pharmaceutical. So, my start-point is which parts of this can CHATgpt help with?

Another sidebar is that innovation is of course far more than simply discovery or a Eureka moment. Turning an idea into a viable product or service usually requires considerable work, with the development of penicillin being a case in point. I’ve no doubt that CHATgpt and its inevitable ‘progeny’ will be of considerable help in that part of the process too.   But for starters I’ve focused on what it brings to the discovery phase, and the generation of big, game changing ideas.

First the Pros:

1. Staying Current: We all have to strike a balance between keeping up with developments in our own fields, and trying to come up with new ideas. The sheer volume of new information, especially in developing fields, means that keeping pace with even our own area of expertise has become challenging. But spend too much time just keeping up, and we become followers, not innovators, so we have to carve out time to also stretch existing knowledge. But if we don’t get the balance right, and fail to stay current, we risk get leapfrogged by those who more diligently track the latest discoveries. Simultaneous invention has been pervasive at least since the development of calculus, as one discovery often signposts and lays the path for the next. So fail to stay on top of our field, and we potentially miss a relatively easy step to the next big idea. CHATgpt can become an extremely efficient tool for tracking advances without getting buried in them.

2. Pushing Outside of our Comfort Zone: Breakthrough innovation almost by definition requires us to step beyond the boundaries of our existing knowledge. Whether we are Dyson stealing filtration technology from a sawmill for his unique ‘filterless’ vacuum cleaner, physicians combining stem cell innovation with tech to create rejection resistant artificial organs, or the Oculus tech mentioned above, innovation almost always requires tapping resources from outside of the established field. If we don’t do this, then we not only tend towards incremental ideas, but also tend to stay in lock step with other experts in our field. This becomes increasingly the case as an area matures, low hanging fruit is exhausted, and domain knowledge becomes somewhat commoditized. CHATgpt simply allows us to explore beyond our field far more efficiently than we’ve ever been able to before. And as it or related tech evolves, it will inevitably enable ever more sophisticated search. From my experience it already enables some degree of analogous search if you are thoughtful about how to frame questions, thus allowing us to more effectively expand searches for existing solutions to problems that lie beyond the obvious. That is potentially really exciting.

Some Possible Cons:

1. Going Down the Rabbit Hole: CHATgpt is crack cocaine for the curious. Mea culpa, this has probably been the most time consuming blog I’ve ever written. Answers inevitably lead to more questions, and it’s almost impossible to resist playing well beyond the specific goals I initially have. It’s fascinating, it’s fun, you learn a lot of stuff you didn’t know, but I at least struggle with discipline and focus when using it. Hopefully that will wear off, and I will find a balance that uses it efficiently.

2. The Illusion of Understanding: This is a bit more subtle, but a topic inevitably enhances our understanding of it. The act of asking questions is as much a part of learning as reading answers, and often requires deep mechanistic understanding. CHATgpa helps us probe faster, and its explanations may help us to understand concepts more quickly. But it also risks the illusion of understanding. When the heavy loading of searching is shifted away from us, we get quick answers, but may also miss out on the deeper mechanistic understanding we’d have gleaned if we’d been forced to work a bit harder. And that deeper understanding can be critical when we are trying to integrate superficially different domains as part of the innovation process. For example, knowing that we can use a patient’s stem cells to minimize rejection of an artificial organ is quite different from understanding how the immune system differentiates between its own and other stem cells. The risk is that sophisticated search engines will do more heavy lifting, allow us to move faster, but also result in a more superficial understanding, which reduces our ability to spot roadblocks early, or solve problems as we move to the back end of innovation, and reduce an idea to practice.

3. Eureka Moment: That’s the ‘conscious’ watch out, but there is also an unconscious one. It’s no secret that quite often our biggest ideas come when we are not actually trying. Archimedes had his Eureka moment in the bath, and many of my better ideas come when I least expect them, perhaps in the shower, when I first wake up, or am out having dinner. The neuroscience of creativity helps explain this, in that the restructuring of problems that leads to new insight and the integration of ideas works mostly unconsciously, and when we are not consciously focused on a problem. It’s analogous to the ‘tip of the tongue’ effect, where the harder we try to remember something, the harder it gets, but then comes to us later when we are not trying. But the key for the Eureka moment is that we need sufficiently deep knowledge for those integrations to occur. If CHATgpt increases the illusion of understanding, we could see less of those Eureka moments, and the ‘obvious in hindsight ideas’ they create.

Conclusion

I think that ultimately innovation will be accelerated by CHATgpt and what follows, perhaps quite dramatically. But I also think that we as innovators need to try and peel back the layers and understand as much as we can about these tools, as there is potential for us to trip up. We need to constantly reinvent the way we interact with them, leverage them as sophisticated innovation tools, but avoid them becoming oracles. We also need to ensure that we, and future generations use them to extend our thinking skill set, but not become a proxy for it. The calculator has in some ways made us all mathematical geniuses, but in other ways has reduced large swathes of the population’s ability to do basic math. We need to be careful that CHATgpt doesn’t do the same for our need for cognition, and deep mechanistic and/or critical thinking.

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