Location 63-63″When a pickpocket meets a saint, all he sees are the pockets.”
Location 77-78 even after three or more sleepless nights people could pay keen attention if their motivation was high enough (but if they didn’t care, they would nod off immediately).
Location 82-83 comprehension, memory, learning, sensing how we feel and why, reading emotions in other people, and interacting smoothly.
Location 84-86 Through an optical illusion of the mind we typically register the end products of attention—our ideas good and bad, a telling wink or inviting smile, the whiff of morning coffee—without noticing the beam of awareness itself.
Location 93-96 systems science takes us to wider bands of focus as we regard the world around us, tuning us to the complex systems that define and constrain our world.2 Such an outer focus confronts a hidden challenge in attuning to these vital systems: our brain was not designed for that task, and so we flounder.
Location 117-118 technology captures our attention and disrupts our connections.
Location 128-131 the social and emotional circuitry of a child’s brain learns from contact and conversation with everyone it encounters over the course of a day. These interactions mold brain circuitry; the fewer hours spent with people—and the more spent staring at a digitized screen—portends deficits. Digital engagement comes at a cost in face time with real people—the medium where we learn to “read” nonverbals.
Location 181-182 HERBERT SIMON “what information consumes is “the attention of its recipients. Hence a wealth of information creates a poverty of attention.”9” !!
Location 197-199 redoubled our focus, tuning out the roar. That focus in the midst of a din indicates selective attention, the neural capacity to beam in on just one target while ignoring a staggering sea of incoming stimuli, each one a potential focus in itself.
Location 198-199 focus in the midst of a din indicates selective attention, the neural capacity to beam in on just one target while ignoring a staggering sea of incoming stimuli, each one a potential focus in itself.
Location 210-211 The dividing line between fruitless rumination and productive reflection lies in whether or not we come up with some tentative solution or insight and then can let those distressing thoughts go—or if, on the other hand, we just keep obsessing over the same loop of worry.
Location 214-216 The ability to stay steady on one target and ignore everything else operates in the brain’s prefrontal regions. Specialized circuitry in this area boosts the strength of incoming signals we want to concentrate on (that email) and dampens down those we choose to ignore (those people chattering away at the next table).
Location 217-219 our neural wiring for selective attention includes that for inhibiting emotion. That means those who focus best are relatively immune to emotional turbulence, more able to stay unflappable in a crisis and to keep on an even keel despite life’s emotional waves.3
Location 237-238 As we focus on what we are learning, the brain maps that information on what we already know, making new neural connections.
Location 239-241 When our mind wanders off, our brain activates a host of brain circuits that chatter about things that have nothing to do with what we’re trying to learn. Lacking focus, we store no crisp memory of what we’re learning.
Location 249-250 A reader’s mind typically wanders anywhere from 20 to 40 percent of the time while perusing a text. The cost for students, not surprisingly, is that the more wandering, the worse their comprehension.8 !!
Location 250-253 Even when our minds are not wandering, if the text turns to gibberish—like We must make some circus for the money, instead of We must make some money for the circus—about 30 percent of the time readers continue reading along for a significant stretch (an average of seventeen words) before catching it.
Location 253-256 As we read a book, a blog, or any narrative, our mind constructs a mental model that lets us make sense of what we are reading and connects it to the universe of such models we already hold that bear on the same topic. This expanding web of understanding lies at the heart of learning. The more we zone out while building that web, and the sooner the lapse after we begin reading, the more holes.
Location 260-261 As education migrates onto Web-based formats, the danger looms that the multimedia mass of distractions we call the Internet will hamper learning.
Location 262-264 Martin Heidegger warned against a looming “tide of technological revolution” that might “so captivate, bewitch, dazzle, and beguile man that calculative thinking may someday come to be . . . the only way of thinking.”10 That would come at the loss of “meditative thinking,” a mode of reflection he saw as the essence of our humanity.
Location 289-290 Rather than having a stretchable balloon of attention to deploy in tandem, we have a narrow, fixed pipeline to allot. Instead of splitting it, we actually switch rapidly. Continual switching saps attention from full, concentrated engagement.
Location 321-323 People are in flow relatively rarely in daily life.19 Sampling people’s moods at random reveals that most of the time people are either stressed or bored, with only occasional periods of flow; only about 20 percent of people have flow moments at least once a day. Around 15 percent of people never enter a flow state during a typical day.
Location 380-381 we take what’s within our awareness to equal the whole of the mind’s operations. But in fact the vast majority of mental operations occur in the mind’s backstage, amid the purr of bottom-up systems.
Location 382-383 Much (some say all) of what the top-down mind believes it has chosen to focus on, think about, and do is actually plans dictated bottom-up.
Location 398-401 Cognitive efforts like learning to use your latest tech upgrade demand active attention, at an energy cost. But the more we run through a once-novel routine, the more it morphs into rote habit and gets taken over by bottom-up circuitry, particularly neural networks in the basal ganglia, a golf-ball-sized mass nestled at the brain’s bottom, just above the spinal cord. The more we practice a routine, the more the basal ganglia take it over from other parts of the brain.
Location 435-436 ABERMAN “When the coach reviews plays from a game and only focuses on what not to do next time, it’s a recipe for players to choke.”
Location 442-443″How to Think, Say, or Do Precisely the Worst Thing for Any Occasion,” by Harvard psychologist Daniel Wegner,
Location 443-446 mechanism that animates that imp.8 Flubs, Wegner has found, escalate to the degree we are distracted, stressed, or otherwise mentally burdened. In those circumstances a cognitive control system that ordinarily monitors errors we might make (like don’t mention that topic) can inadvertently act as a mental prime, increasing the likelihood of that very mistake (like mentioning that topic).
Location 444-446 Flubs, Wegner has found, escalate to the degree we are distracted, stressed, or otherwise mentally burdened. In those circumstances a cognitive control system that ordinarily monitors errors we might make (like don’t mention that topic) can inadvertently act as a mental prime, increasing the likelihood of that very mistake (like mentioning that topic).
Location 465-466 our emotions and our motives create skews and biases in our attention that we typically don’t notice, and don’t notice that we don’t notice.
Location 477-489 But a mini-industry of brain studies in the service of marketing has led to tactics based on manipulating our unconscious mind. One such study found, for example, that if you show people luxury items or just have them think about luxury goods, they become more self-centered in their decisions.13 One of the most active areas of research on unconscious choice centers on what gets us to reach for some product when we shop. Marketers want to know how to mobilize our bottom-up brain. Marketing research finds, for instance, that when people are shown a drink along with happy faces that flit across a screen too rapidly to be registered consciously—but nonetheless are noticed by the bottom-up systems—they drink more than when those fleeting images are angry faces. A review of such research concludes that people are “massively unaware” of these subtle marketing forces, even as they shape how we shop.14 Bottom-up awareness makes us suckers for subconscious primes. Life today seems ruled to a troubling degree by impulse; a flood of ads drives us, bottom-up, to desire a sea of goods and spend today without regard to how we will pay tomorrow. The reign of impulse for many goes beyond overspending and overborrowing to overeating and other addictive habits, from bingeing on Twizzlers to spending countless hours staring at one or another variety of digital screen.
Location 503-505 The brain finds it impossible to ignore emotional faces, particularly furious ones.17 Angry faces have super-salience: scan a crowd and someone with an angry face will pop out. The bottom brain will even spot a cartoon with V-shaped eyebrows (like the kids in South Park) more quickly than it takes in a happy face.
Location 506-506 We are wired to pay reflexive attention to “super-normal stimuli,”
Location 511-512 We’re most prone to emotions driving focus this way when our minds are wandering, when we are distracted, or when we’re overwhelmed by information—or all three.
Location 526-533 How long does our focus stay captured? That depends, it turns out, on the power of the left prefrontal area to calm the aroused amygdala (there are two amygdalae, one in each brain hemisphere). That amygdala-prefrontal neuronal superhighway has branches to the left and right prefrontal sides. When we are hijacked the amygdala circuitry captures the right side and takes over. But the left side can send signals downward that calm the hijack. Emotional resilience comes down to how quickly we recover from upsets. People who are highly resilient—who bounce back right away—can have as much as thirty times more activation in the left prefrontal area than those who are less resilient.18 The good news: as we’ll see in part 5, we can increase the strength of the amygdala-calming left prefrontal circuitry.
Location 547-550 Active engagement of attention signifies top-down activity, an antidote to going through the day with a zombie-like automaticity. We can talk back to commercials, stay alert to what’s happening around us, question automatic routines or improve them. This focused, often goal-oriented attention, inhibits mindless mental habits.19
Location 551-553 An angry face, or even that cute baby, can fail to capture our attention when the circuits for top-down control of attention take over the brain’s choices of what to ignore.
Location 567-569 tug to drift away from effortful focus is so strong that cognitive scientists see a wandering mind as the brain’s “default” mode—where it goes when it’s not working away on some mental task. The circuitry for this default network, a series of brain imaging studies has found, centers on the medial, or middle, zone of the prefrontal cortex.
Location 567-569 cognitive scientists see a wandering mind as the brain’s “default” mode—where it goes when it’s not working away on some mental task. The circuitry for this default network, a series of brain imaging studies has found, centers on the medial, or middle, zone of the prefrontal cortex.
Location 569-572 during mind wandering two major brain areas seem to be active, not just the medial strip that had long been associated with a drifting mind.4 The other—the executive system of the prefrontal cortex—had been thought crucial for keeping us focused on tasks. Yet the scans seem to show both areas activated as the mind meandered. EDIT
Location 574-575 the reason mind wandering hurts performance may be its borrowing the executive system for other matters.
Location 579-581 people who are extremely adept at mental tasks that demand cognitive control and a roaring working memory—like solving complex math problems—can struggle with creative insights if they have trouble switching off their fully concentrated focus.5
Location 582-586 Among other positive functions of mind wandering are generating scenarios for the future, self-reflection, navigating a complex social world, incubation of creative ideas, flexibility in focus, pondering what we’re learning, organizing our memories, just mulling life—and giving our circuitry for more intensive focusing a refreshing break.6 A moment’s reflection leads me to add two more: reminding me of things I have to do so they don’t get lost in the mind’s shuffle, and entertaining me.
Location 596-596 the guy who always shoots down any new idea, throttles innovative insight in its infancy.
Location 598-600 once we’ve hit upon a great creative insight, we need to capture the prize by switching to a keen focus on how to apply it. Serendipity comes with openness to possibility, then homing in on putting it to use. !!
Location 601-602 Chance, as Louis Pasteur put it, favors a prepared mind.
Location 602-604 A classic model of the stages of creativity roughly translates to three modes of focus: orienting, where we search out and immerse ourselves in all kinds of inputs; selective attention on the specific creative challenge; and open awareness, where we associate freely to let the solution emerge—then home in on the solution.
Location 606-607 Adults with ADD, relative to those without, also show higher levels of original creative thinking and more actual creative achievements.8
Location 618-619 Since the brain stores different kinds of information in wide-reaching circuitry, a freely roaming awareness ups the odds of serendipitous associations and novel combinations.
Location 622-624 In a complex world where almost everyone has access to the same information, new value arises from the original synthesis, from putting ideas together in novel ways, and from smart questions that open up untapped potential. Creative insights entail joining elements in a useful, fresh way.
Location 640-642″The intuitive mind is a sacred gift and the rational mind is a faithful servant,” Albert Einstein once said. “We have created a society that honors the servant and has forgotten the gift.”12 !!
Location 649-649 Open time lets the creative spirit flourish; tight schedules kill it.
Location 660-663 Good days for insights had nothing to do with stunning breakthroughs or grand victories. The key turned out to be having small wins—minor innovations and troubling problems solved—on concrete steps toward a larger goal. Creative insights flowed best when people had clear goals but also freedom in how they reached them. And, most crucial, they had protected time—enough to really think freely. A creative cocoon.
Location 676-681 The “me,” William James proposed, weaves together our sense of self by telling our story—fitting random bits of life into a cohesive narrative. This it’s-all-about-me story line fabricates a feeling of permanence behind our ever-shifting moment-to-moment experience. “Me” reflects the activity of the default zone, that generator of the restless mind, lost in a meandering stream of thought that has little or nothing to do with the present situation and everything to do with, well, me. This mental habit takes over whenever we give the mind a rest from some focused activity.
Location 701-702 When we turn such full attention to our senses, the brain quiets its default chatter. Brain scans during mindfulness—the form of meditation the lawyer was trying—reveal it quiets the brain circuits for me-focused mental chatter.3 EDIT
Location 728-731 while the mind wanders, our sensory systems shut down, and, conversely, while we focus on the here and now, the neural circuits for mind wandering go dim. At the neural level mind wandering and perceptual awareness tend to inhibit each other: internal focus on our train of thought tunes out the senses, while being rapt in the beauty of a sunset quiets the mind.6
Location 752-755 Survival in the wild, some neuroscientists argue, may have depended at crucial moments on a rapidly shifting attention and swift action, without hesitating to think what to do. What we now diagnose as an attentional deficit may reflect a natural variation in focusing styles that had advantages in evolution—and so continues to be dispersed in our gene pool.
Location 808-809 only certain kinds of bottom-up focus act to restore energy for focused attention. Surfing the Web, playing video games, or answering email does not. We do well to unplug regularly; quiet time restores our focus and composure.
Location 819-820 There’s another step we can take in switching off the busy mind: full focus on something relaxing.
Location 858-862 The decision rules derived from our life experiences reside in subcortical neural networks that gather, store, and apply algorithms from every event in our lives—creating our inner rudder.1 The brain harbors our deepest sense of purpose and meaning in these subcortical regions—areas connected poorly to the verbal areas of the neocortex, but richly to the gut. We know our values by first getting a visceral sense of what feels right and what does not, then articulating those feelings for ourselves.
Location 898-899 How well people can sense their heartbeat, in fact, has become a standard way to measure their self-awareness. The better people are at this, the bigger their insula.4
Location 901-903 People who are oblivious to their own emotions (and also—tellingly, as we’ll see—to how other people feel) have sluggish insula activity compared with the high activation found in people highly attuned to their inner emotional life. At the tuned-out extreme are those with alexithymia, who just don’t know what they feel, and can’t imagine what someone else might be feeling.6
Location 939-942 There are relatively few gaps between one’s own and others’ ratings among lower-level employees. But the higher someone’s position in an organization, the bigger the gap.1 Self-awareness seems to diminish with promotions up the organization’s ladder.
Location 960-960 GEORGE “We don’t know who we are until we hear ourselves speaking the story of our lives to someone we trust.” !!!
Location 977-979 research has found that when people receive negative performance feedback in a warm, supportive tone of voice, they leave feeling positive—despite the negative feedback. But when they get positive performance reviews in a cold and distant tone of voice, they end up feeling bad despite the good news.4
Location 1001-1001 “rewarding luck as if it were skill.”
Location 1003-1005 The illusion of skill, deeply embedded in the culture of that industry, was under attack. But “facts that challenge such basic assumptions—and thereby threaten people’s livelihood and self-esteem—are simply not absorbed,”
Location 1012-1013 Inequity in a society fades into the background, something we habituate to rather than orient toward. It takes effort to shift it back into our collective focus.
Location 1026-1027 It takes meta-cognition—in this case, awareness of our lack of awareness—to bring to light what the group has buried in a grave of indifference or suppression. Clarity begins with realizing what we do not notice—and don’t notice that we don’t notice.
Location 1113-1117 statistical analysis found that a child’s level of self-control is every bit as powerful a predictor of her adult financial success and health (and criminal record, for that matter) as are social class, wealth of family of origin, or IQ. Willpower emerged as a completely independent force in life success—in fact, for financial success, self-control in childhood proved a stronger predictor than either IQ or social class of the family of origin.
Location 1125-1126 Anything we can do to increase children’s capacity for cognitive control will help them throughout life.
Location 1173-1176 Attention, cognitive science tells us, has a limited capacity: working memory creates a bottleneck that lets us hold just so much in mind at any given moment (as we saw in chapter 1). As our worries intrude on the limited capacity of our attention, these irrelevant thoughts shrink the bandwidth left for, say, math. The ability to notice that we are getting anxious and to take steps to renew our focus rests on self-awareness.
Location 1184-1185 Teaching executive skills to preschoolers makes them more ready for their school years than does a high IQ or having already learned to read.14
Location 1212-1214 The greater the demands on our attention, it seems, the poorer we get at resisting temptations. The epidemic of obesity in developed countries, research suggests, may be due in part to our greater susceptibility, while distracted, to go on automatic and reach for sugary, fatty foods.
Location 1216-1216 FREUD “Where id was, there ego shall be”
Location 1228-1231 Mischel helped some of the kids out with a simple mental trick: he taught them to imagine that the candy is just a picture with a frame around it. Suddenly that irresistible hunk of sugar that loomed so large in their mind became something they could pretend was not real, something they could focus on or not. Changing their relationship to the marshmallow was a bit of mental judo that let kids who hadn’t been able to delay their grab for the sweet more than one minute deftly resist temptation for fifteen.
Location 1281-1283 “Gestures always occur just before the most emphasized part of what you’re saying,” Cassell tells me. “One reason why some politicians may look insincere is that they have been taught to make particular gestures, but have not been taught the correct timing, and so when they produce those gestures after the word, they give us the sense that something fake is going on.”
Location 1288-1289 “We cannot not make meaning of what someone tells us,” says Cassell,
Location 1291-1293 In one study, listeners remembered having “heard” information they only saw in gesture. For example, somebody who heard “He comes out the bottom of the pipe” but saw the speaker’s hand formed into a fist and bouncing up and down said that he had heard “and then goes down stairs.”1
Location 1300-1302 BEAT [.] allows animators to type in a segment of dialogue and get back an automatically animated cartoon person with the right gestures, head and eye movement, and posture, which they can then tweak for artistic value.4
Location 1360-1364 Sociopaths, like their close cousins “Machiavellian personalities,” are able to read others’ emotions but register facial expressions in a different part of their brain than the rest of us do. Instead of registering emotion in their brain’s limbic centers, sociopaths show activity in the frontal areas, particularly the language centers. They tell themselves about emotions, but do not feel them directly as other people do; instead of a normal bottom-up emotional reaction, sociopaths “feel” top-down.7
Location 1384-1388 Brain studies show that when people listen to someone telling such a story, the brains of the listeners become intimately coupled with that of the storyteller. The listener’s brain patterns echo those of the storyteller with precision, though lagging by a second or two. The more overlap in neural coupling of the two brains, the better the listener’s understanding of the story.11 And the brains of those with the very best understanding—who are fully focused and comprehend most—do something surprising: certain patterns of their brains’ activities anticipate that of the storyteller by a second or two.
Location 1407-1410 The brain’s very design seems to integrate self-awareness with empathy by packing the way we pick up information about ourselves and about others within the same far-flung neural networks. One clever part: as our mirror neurons and other social circuitry re-create in our brain and body what’s going on with the other person, our insula summates all that. Empathy entails an act of self-awareness: we read other people by tuning in to ourselves.
Location 1415-1417 The brain’s basic circuitry for attention interweaves with that for social sensitivity and for understanding other people’s experiences and how they see things—in short, for empathy.16
Location 1443-1446 Those in whom the stirring of sympathetic feelings becomes too strong can suffer themselves—in the helping professions this can sometimes lead to emotional exhaustion and compassion fatigue. And those who protect themselves against sympathetic distress by deadening feeling can lose touch with empathy. The neural road to empathic concern takes top-down management of personal distress but without numbing us to the pain of others.
Location 1463-1464 The mere presence of a loved one, studies show, has an analgesic property, quieting the centers that register pain. Remarkably, the more empathic the person who is present with someone in pain, the greater the calming effect.22
Location 1518-1520 The TPJ response seems to be acquired rather than innate. Medical students learn this reaction during their socialization into the profession, as they encounter patients under duress. The cost of being too empathic is having upsetting, intrusive thoughts that compete for attention with medical imperatives.
Location 1558-1560 “If you act in a compassionate and caring way—when you deliberately look the patient in the eye and notice their emotional expressions, even when you don’t feel like it at first—you start to feel more engaged,” Dr. Riess
Location 1626-1630 Attention to context lets us pick up subtle social cues that can guide how we behave. Those who are tuned in this way act with skill no matter what situation they find themselves in. They know not only what to say and do, but also, just as vital, what not to say or do. They instinctively follow the universal algorithm for etiquette, to behave in ways that put others at ease. Sensitivity to how people are feeling in reaction to what we do or say lets us navigate hidden social minefields.
Location 1642-1643 People who excel at organizational influence, it turns out, can not only sense the flow of personal connections but also name the people whose opinions hold most sway—and so, when they need to, focus on convincing those who will in turn persuade others.
Location 1670-1672 a subtle force dividing people along otherwise invisible signs of social status and powerlessness: the powerful tend to tune out the powerless. And that deadens empathy. !!!!
Location 1684-1685 rich people can afford to be less aware of the needs of other people, and so can be less attentive to them and their suffering.
Location 1693-1697 In any interaction the more high-power person tends to focus his or her gaze on the other person less than others, and is more likely to interrupt and to monopolize the conversation—all signifying a lack of attention. In contrast, people of lower social status tend to do better on tests of empathic accuracy, such as reading others’ emotions from their faces—even just from muscle movements around the eyes. By every measure they focus on other people more than do people of higher status.
Location 1707-1708 Where we see ourselves on the social ladder seems to determine how much attention we pay: more vigilant when we feel subordinate, less so when superior.
Location 1754-1757 We learn how to read and navigate systems through the remarkable general learning talents of the neocortex. Such cortical talents—as in math or engineering—can be duplicated by computers. That sets the systems mind apart from self-awareness and empathy, which operate on dedicated, largely bottom-up, circuitry. It takes a bit of effort to learn about systems, but to navigate life successfully we need strengths in this variety of focus as well as the two that come more naturally.
Location 1774-1775 “messes,” where a troubling predicament interacts in a system of other interrelated problems.2
Location 1776-1778 Systems are virtually invisible to the naked eye, but their workings can be rendered visible by gathering data from enough points that the outlines of their dynamics come into focus. The more data, the clearer the map becomes.
Location 1799-1803 The information an organization gets from its computer systems, Davenport argues, can be far less useful than what comes in from other sources in the overall ecology of information, as processed by people. And a search engine may give you massive data, but no context for understanding, let alone wisdom about that information. What makes data more useful is the person curating it.5 Ideally, the person who curates information will zero in on what matters, prune away the rest, establish a context for what the data means, and do all that in a way that shows why it is vital—and so captures people’s attention.
Location 1832-1843 Through human history, systems awareness—detecting and mapping the patterns and order that lie hidden within the chaos of the natural world—has been propelled by this urgent survival imperative for native peoples to understand their local ecosystem. They must know what plants are toxic, which nourish or heal; where to get drinking water and where to gather herbs and find food; how to read the signs of seasonal change. Here’s the catch. We are prepared by our biology to eat and sleep, mate and nurture, fight-or-flee, and exhibit all the other built-in survival responses in the human repertoire. But as we’ve seen, there are no neural systems dedicated to understanding the larger systems within which all this occurs. Systems are, at first glance, invisible to our brain—we have no direct perception of any of the multitude of systems that dictate the realities of our lives. We understand them indirectly, through mental models (the meanings of wave swells, constellations, and the flight of seabirds are each such models) and take action based on those models. The more grounded in data those models are, the more effective our interventions (for example, a rocket to an asteroid). The less grounded in data, the less effective they will be (much education policy). This lore stems from hard-learned lessons that become distributed knowledge, shared among a people, such as the healing property of specific herbs. And older generations pass on this accumulated lore to the younger.
Location 1856-1860 The invention of culture was a huge innovation for Homo sapiens: creating language and a shared cognitive web of understanding that transcends any individual’s knowledge and life span—and that can be drawn on as needed and passed on to new generations. Cultures divide up expertise: there are midwives and healers, warriors and builders, farmers and weavers. Each of these domains of expertise can be shared, and those who hold the deepest reservoir of understanding in each are the guides and teachers for others.
Location 1865-1866 The first contact of a native people with the outside world typically marks the start of a gradual forgetting of their lore.
Location 1877-1878 We seem curiously unable to perceive in a way that leads us to prevent the adverse consequences of human systems, such as those for industry or commerce. !!!!
Location 1887-1888 most supply chains: they were built in the nineteenth century with a view toward what can be sold, not with sustainability or reducing waste in mind. When one part of the chain optimizes for itself, it tends to suboptimize the whole.” EDIT
Location 1901-1903 what we think of as “side effects” are misnamed. In a system there are no side effects—just effects, anticipated or not. What we see as “side effects” simply reflect our flawed understanding of the system. In a complex system, he observes, cause and effect may be more distant in time and space than we realize. EDIT !!
Location 1917-1919 “Much of the time,” Sterman notes, “people attribute what happens to them to events close in time and space, when in reality it’s the result of the dynamics of the larger system within which they are embedded.”
Location 1920-1921 “illusion of explanatory depth,” where we feel confidence in our understanding of a complex system, but in reality have just superficial knowledge.
Location 1929-1931 If our emotional circuitry (particularly the amygdala, the trigger point for the fight-or-flight response) perceives an immediate threat it will flood us with hormones like cortisol and adrenaline, which ready us to hit or run. But this does not happen if we hear of potential dangers that might emerge in years or centuries to come; the amygdala hardly blinks.
Location 1933-1934 our automatic circuitry, usually so reliable in guiding our attention, have no perceptual apparatus or emotional loading for systems and their dangers. They draw a blank.
Location 1935-1936 “It’s easier to override an automatic, bottom-up response with top-down reasoning than it is to deal with the complete absence of a signal,” Columbia University psychologist Elke Weber !!!
Location 1943-1950 Dr. Larry, whose mandate includes fighting global warming, puts it this way: “I have to persuade you that there’s an odorless, tasteless, invisible gas that’s gathering in the heavens and capturing the sun’s heat because of what man does in using fossil fuels. It’s a heavy lift. “Actually the most comprehensive, complex science shows this,” he adds. “More than two thousand scientists put together what might be the most elegant coordination of scientific findings in history—the Intergovernmental Panel on Climate Change. They did it to convince people who are not wired for this to realize the dangers. “But unless you live in the Maldives or Bangladesh, it seems far away,” Dr. Larry observes. “The dimension of time is a huge problem—if the pace of global warming were accelerated to a few years instead of over centuries, people would pay more attention. But it’s like the national debt: I’ll leave it to my grandchildren—I’m sure they’ll think of some solution.”
Location 1951-1952 Sterman observes, “Climate change will come over a long time horizon that we can’t see, so it’s hard to convince people. Only the leaf-rustling problems get our attention, not the big ones that will kill us.”
Location 1954-1956 the same attitudes that have made us reliant on technology have lulled us into indifference to the state of the natural world—at our peril. So to meet the challenge of impending system collapse we need what amounts to a prosthesis for the mind.
Location 1994-1997 Our brain’s perceptual apparatus has fine-tuning for a range of attention that has paid off in human survival. While we are equipped with razor-sharp focus on smiles and frowns, growls and babies, as we’ve seen, we have zero neural radar for the threats to the global systems that support human life. They are too macro or micro for us to notice directly. So when we are faced with news of these global threats, our attention circuits tend to shrug.
Location 2014-2017 We live within extremely complex systems, but engage them lacking the cognitive capacity to understand or manage them completely. Our brain has solved this problem by finding means to sort through what’s complicated via simple decision rules. For instance, navigating our lives within the intricate social world of all the people we know gets simpler if we use trust as an organizing rule of thumb.6
Location 2023-2025 When we hit cognitive overwhelm, the dorsolateral gives up, and our decisions and choices get worse and worse as our anxiety rises.8 We’ve reached the pivot where more data leads to poor choices.
Location 2025-2027 Zero in on a manageable number of meaningful patterns within a data torrent and ignore the rest. Our cortical pattern detector seems designed to simplify complexity into manageable decision rules. One cognitive capacity that continues to increase as the years go on is “crystallized intelligence”: recognizing what matters, the signal within the noise. Some call it wisdom.
Location 2030-2031 Focusing on what’s wrong about what we do activates circuitry for distressing emotions. Emotions, remember, guide our attention. And attention glides away from the unpleasant. !!
Location 2033-2035 Negative focus leads to discouragement and disengagement. When our neural centers for distress take over, our focus shifts to the distress itself, and how to ease it. We long to tune out.
Location 2060-2062 When we are motivated by positive emotions, what we do feels more meaningful and the urge to act lasts longer. It all stays longer in attention. In contrast, fear of global warming’s impacts may get our attention quickly, but once we do one thing and feel a little better, we think we’re done.
Location 2078-2080 While there are reasonable concerns about the social impacts of games on kids, a little-recognized benefit of games is acquiring the knack for learning the ground rules of an unknown reality. Games teach kids how to experiment with complex systems. Winning demands acquiring an intuitive sense of the algorithms built into the game and figuring out how to navigate through them, !!
Location 2102-2104 Embedding this learning in school lesson plans erects the conceptual scaffolding for systems thinking that can be elaborated on more explicitly as children at higher grades engage the specifics in greater detail.16
Location 2182-2189 Learning how to improve any skill requires top-down focus. Neuroplasticity, the strengthening of old brain circuits and building of new ones for a skill we are practicing, requires our paying attention: When practice occurs while we are focusing elsewhere, the brain does not rewire the relevant circuitry for that particular routine. Daydreaming defeats practice; those of us who browse TV while working out will never reach the top ranks. Paying full attention seems to boost the mind’s processing speed, strengthen synaptic connections, and expand or create neural networks for what we are practicing. At least at first. But as you master how to execute the new routine, repeated practice transfers control of that skill from the top-down system for intentional focus to bottom-up circuits that eventually make its execution effortless. At that point you don’t need to think about it—you can do the routine well enough on automatic.4
Location 2204-2207 world-class competitors—whether weight lifters, pianists, or a dog sled team—tend to limit arduous practice to about four hours a day. Rest and restoring physical and mental energy get built into their training regimen. They seek to push themselves and their bodies to the max, but not so much that their focus gets diminished in the practice session. Optimal practice maintains optimal concentration.
Location 752-755 Survival in the wild, some neuroscientists argue, may have depended at crucial moments on a rapidly shifting attention and swift action, without hesitating to think what to do. What we now diagnose as an attentional deficit may reflect a natural variation in focusing styles that had advantages in evolution—and so continues to be dispersed in our gene pool.
Location 2239-2240 The mental analog of lifting a free weight over and over is noticing when our mind wanders and bringing it back to target.
Location 2269-2272 Positive emotions widen our span of attention; we’re free to take it all in. Indeed, in the grip of positivity, our perceptions shift. As psychologist Barbara Fredrickson, who studies positive feelings and their effects, puts it, when we’re feeling good our awareness expands from our usual self-centered focus on “me” to a more inclusive and warm focus on “we.”12
Location 2273-2273 When we’re in an upbeat, energized mood, Richard Davidson has found, our brain’s left prefrontal area lights up.
Location 2283-2287 When we’re happy, the nucleus accumbens, a region within the ventral striatum in the middle of the brain, activates. This circuitry seems vital for motivation and having a sense that what you’re doing is rewarding. Rich in dopamine, these circuits are a driver of positive feeling, striving toward our goals, and desire. This combines with the brain’s own opiates, which include endorphins (the runner’s-high neurotransmitters). The dopamine may fuel our drive and persistence, while the opiates tag that with a feeling of pleasure.
Location 2294-2296 “Talking about your positive goals and dreams activates brain centers that open you up to new possibilities. But if you change the conversation to what you should do to fix yourself, it closes you down,” says Richard Boyatzis,
Location 2304-2306 A focus on our strengths, Boyatzis argues, urges us toward a desired future and stimulates openness to new ideas, people, and plans. In contrast, spotlighting our weaknesses elicits a defensive sense of obligation and guilt, closing us down.
Location 2310-2314 Analyzing hundreds of teams, Losada determined that the most effective had a positive/negative ratio of at least 2.9 good feelings to every negative moment (there’s an upper limit to positivity: above a Losada ratio of about 11:1, teams apparently become too giddy to be effective).15 The same ratio range holds for people who flourish in life, according to research by Barbara Fredrickson, who is a psychologist at the University of North Carolina (and a former research associate of Losada).16
Location 2315-2317 A conversation that starts with a person’s dreams and hopes can lead to a learning path yielding that vision. This conversation might extract some concrete goals from the general vision, then look at what it would take to accomplish those goals—and what capacities we might want to work on improving to get there.
Location 2321-2322 anxiety associated with being punished actually hampers the child’s prefrontal cortex while he is trying to concentrate and learn, creating further impediment to improvement.
Location 2339-2339 the core elements of smart practice are the same: ideally, a potent combination of joy, smart tactics, and full focus. !!
Location 2340-2341 Smart practice gets to a more fundamental level, cultivating the basics of attention upon which the triple focus builds.
Location 2370-2370 “Neurons that fire together wire together,” as psychologist Donald Hebb
Location 2388-2390 Games that offer increasingly harder cognitive challenges—more accurate and challenging judgments and reactions at higher speeds, fully focused attention, increasing spans of working memory—drive positive brain changes.
Location 2395-2396 Fast-paced games, some experts argue, might acclimate some children to a stimulation rate quite unlike that in the classroom, a formula for even more than usual school boredom.
Location 2396-2398 Although video games may strengthen attention skills like rapidly filtering out visual distractions, they do little to amp up a more crucial skill for learning, sustaining focus on a gradually evolving body of information—such as paying attention in class and understanding what you’re reading, and how it ties in to what you learned last week or year.
Location 2400-2402 When 3,034 Singaporean children and adolescents were followed for two years, those who became extreme gamers showed increases in anxiety, depression, and social phobia, and a drop in grades. But if they stopped their gaming habit, all those problems decreased.6
Location 2415-2417 the demand that a player keep focused despite snazzy distracting lures enhances executive function, whether for sheer concentration now or resisting impulse later. If you add to the game’s mix a need to cooperate and coordinate with other players, you’ve got a rehearsal of some valuable social skills.
Location 2422-2423 The brain learns and remembers best when focus is greatest. Video games focus attention and get us to repeat moves over and over, and so are powerful tutorials. That presents an opportunity for training the brain.
Location 2437-2439 At their best, “video games are controlled training regimens delivered in highly motivating” ways that result in “enduring physical and functional neurological remodeling,” says Michael Merzenich
Location 2444-2445 “If you want to make people’s mental lives better, work directly with mental targets, rather than molecular ones—drugs are a shotgun approach, since nature uses the same molecules for many different purposes.”
Location 2447-2451 apply smart practice techniques familiar to superb teachers: • clear objectives at progressively more difficult levels • adapting to the pace of the specific learner • immediate feedback and graduated practice challenges to the point of mastery • practicing the same skills in different contexts, encouraging skill transference !!!!
Location 2574-2576 Being able to name your feelings and put that together with your memories and associations turns out to be crucial for self-control. Learning to speak, developmental psychologists have found, lets children call on their inner don’t to replace the voice of their parents’ in managing unruly impulses.
Location 2577-2580 As a duo the stoplight and the feeling cards build two synergistic neural tools for impulse control. The stoplight strengthens circuitry between the prefrontal cortex—the brain’s executive center, just behind the forehead—and the midbrain limbic centers, that cauldron of id-driven impulses. The feeling faces encourage connectivity across the two halves of the brain, boosting the ability to reason about feelings.
Location 2587-2590 even a four-year-old who just can’t wait and grabs the marshmallow right off the bat can still learn to delay gratification—impulsivity is not necessarily something he’s stuck with for life. In a day when online shopping and instant messages encourage gratification now, kids need more help with that practice.
Location 2616-2618 One study taught attention skills to four- and six-year-olds in just five sessions of playing games that exercise visual tracking (guessing where a duck swimming underwater will surface), spotting a target cartoon character within an array of distractions, and inhibiting impulse (clicking if a sheep comes out from behind a bale of hay, but not if a wolf emerges).
Location 2621-2624 Though a gene controls the maturation of the brain regions that handle executive attention, such genes are in turn regulated by experience—and this training seems to have sped their activity. The circuitry that manages all this—which runs between the anterior cingulate and the prefrontal areas—is active in both emotional and cognitive varieties of attention regulation: managing emotional impulse as well as aspects of IQ like nonverbal reasoning and fluid thinking.
Location 2646-2651 “Mindfulness,” he said, “boosts the classic attention network in the brain’s fronto-parietal system that works together to allocate attention. These circuits are fundamental in the basic movement of attention: disengaging your focus from one thing, moving it to another, and staying with that new object of attention.” Another key improvement is in selective attention, inhibiting the pull of distractors. This lets us focus on what’s important rather than be distracted by what’s going on around us—you can keep your focus on the meaning of these words instead of having it pulled away by, say, checking this endnote.
Location 2656-2658 Wandering minds punch holes in comprehension. The antidote for mind wandering is meta-awareness, attention to attention itself, as in the ability to notice that you are not noticing what you should, and correcting your focus. Mindfulness makes this crucial attention muscle stronger.
Location 2724-2725 Mindlessness, in the form of mind wandering, may be the single biggest waster of attention in the workplace.
Location 2731-2732 Mindfulness training decreases activity in me-circuitry centering on the medial prefrontal cortex—and the less self-talk, the more we can experience in the moment.24
Location 2738-2739 mindfulness practice strengthens focus, particularly executive control, working memory capacity, and the ability to sustain attention.
Location 2765-2766 we need not just mindful leaders, but a mindful society, one where we bring a triple focus: to our own well-being, that of others, and the operations of the broader systems that shape our lives.
Location 2767-2768 Global economic data shows that once a country reaches a modest level of income—enough to meet basic needs—there is zero connection between happiness and wealth.
Location 2794-2796 Directing attention toward where it needs to go is a primal task of leadership. Talent here lies in the ability to shift attention to the right place at the right time, sensing trends and emerging realities and seizing opportunities.
Location 2800-2801 Attention in organizations, as with individuals, has a limited capacity. Organizations, too, have to choose where to allocate attention, focusing on this while ignoring that.
Location 2811-2813 Leadership itself hinges on effectively capturing and directing the collective attention. Leading attention requires these elements: first, focusing your own attention, then attracting and directing attention from others, and getting and keeping the attention of employees and peers, of customers or clients.
Location 2912-2915 As Clay Shirky observes of the failure to disengage focus from comfort zones, “First the people running the old system don’t notice the change. When they do, they assume it’s minor. Then it’s a niche, then a fad. And by the time they understand that the world has actually changed, they’ve squandered most of the time they had to adapt.”12
Location 2922-2926 Companies with a winning strategy tend to refine their current operations and offerings, not explore radical shifts in what they offer. A mental balancing act—exploring the new while exploiting what’s working—does not come naturally. But those companies that can both exploit and explore—as Samsung has done with smartphones—are “ambidextrous”: they separate each strategy into units, with very different ways of operating and cultures. At the same time they have a tight-knit team of senior leaders who keep an eye on the balance of inner, outer, and other focus.13
Location 2949-2956
Brain scans of sixty-three seasoned business decision-makers as they pursued either exploitive or exploratory strategies in a simulation game—or switched between the two—revealed the specific circuitry underlying each kind of focus.15 Exploitation was accompanied by activity in the brain’s circuitry for anticipation and for reward—it feels good to coast along in a profitable, familiar routine. But exploration mobilized activity in the brain’s executive centers and those for controlling attention; searching for alternatives to a current strategy, it seems, demands intentional focus. The first movement to new territory entails disengaging from pleasing routine and fighting the inertia of ruts; this small act of attention demands what neuroscience calls “cognitive effort.” That effortful dab of executive control frees attention to roam widely and pursue fresh paths.
Location 2991-2994 A scholarly review of gut intuitions concludes that using feelings as information is a “generally sensible judgmental strategy,” rather than a perennial source of error, as the hyperrational might argue.1 Tuning in to our feelings as a source of information taps into a vast amount of decision rules that the mind gathers unconsciously.
Location 3000-3002 If you know yourself as well as your business, then you can be shrewder in interpreting the facts (while, hopefully, safeguarding against the inner distortions that can blur your lens).
Location 3029-3030 Inspiring leadership demands attuning both to an inner emotional reality and to that of those we seek to inspire. These are elements of emotional intelligence,
Location 3036-3039 Because the brain interweaves its circuits for attention and for emotional intelligence, it turns out that some of this shared neural circuitry also sets these skills apart from the more academic variety, as measured by IQ.4 That means a leader can be very smart but not necessarily have the focusing skills that come with emotional intelligence.
Location 3039-3039 The common cold of leadership is poor listening.
Location 3047-3048 amid the din and distraction of work life, poor listening has become epidemic.
Location 3066-3072 pacesetting at its worst. Such leaders don’t listen, let alone make decisions by consensus. They don’t spend time getting to know the people they work with day in and out, but relate to them in their one-dimensional roles. They don’t help people develop new strengths or refine their abilities, but simply dismiss their need to learn as a failing. They come off as arrogant and impatient. And they are spreading. One tracking study finds that the number of people in organizations of all kinds who are overachievers has been climbing steadily among those in leadership positions since the 1990s.6 That was a period when economic growth created an atmosphere where raise-the-bar-at-any-cost heroics were lionized. The downsides of this style—for example, lapses in ethics, cutting corners, and running roughshod over people—were too often winked at.
Location 3080-3082 Ambitious revenue targets or growth goals are not the only gauge of an organization’s health—and if they are achieved at a cost to other basics, the long-term downsides, like losing star employees, can outweigh short-term successes as those costs lead to later failures.
Location 3084-3086 Single-pointed fixation on a goal morphs into overachievement when the category of “distractions” expands to include other people’s valid concerns, their smart ideas, and their crucial information. Not to mention their morale, loyalty, and motivation.
Location 3113-3114 “managing your impact on others”—by skillful leveraging of their visibility and role to have a positive impact. EDIT
Location 3132-3133 You need to be approximately a standard deviation above average in intelligence (an IQ of 115) to be a professional or high-level executive
Location 3134-3136 once you are at work among a pool of colleagues who are about as smart as you are, your cognitive abilities alone do not make you outstanding—particularly as a leader. There’s a floor effect for IQ when everyone in the group is at the same high level.
Location 3141-3142 people’s grades and the prestige of the schools they went to had little or nothing to do with their actual effectiveness.
Location 3147-3148 nonacademic abilities like empathy typically outweigh purely cognitive talents in the makeup of outstanding leaders.
Location 3152-3154 only 18 percent of executives attained this level. Three-quarters of leaders with three or fewer strengths in people skills created negative climates, where people felt indifferent or demotivated. Lame leadership seems all too prevalent—more than half of leaders fell within this low-impact category.
Location 3152-3154 only 18 percent of executives attained this level. Three-quarters of leaders with three or fewer strengths in people skills created negative climates, where people felt indifferent or demotivated. Lame leadership seems all too prevalent—more than half of leaders fell within this low-impact category. !!!
Location 3157-3160 self-awareness. Chief executives need this ability to assess their own strengths and weaknesses, and so surround themselves with a team of people whose strengths in those core abilities complement their own. And yet self-awareness rarely shows up in those lists of competencies that organizations come up with by analyzing the strengths of their star performers.
Location 3166-3169 The singular focusing ability that allows systems understanding goes under names that vary from organization to organization and competence model to model: big-picture view, pattern recognition, and systems thinking among them. It includes the ability to visualize the dynamics of complex systems and foresee how a decision at one point will ramify to create an effect at a distant one, or sense how what we do today will matter in five weeks, or in months, years, or decades.
Location 3180-3182 “If the leader has low empathy,” Druskat told me, “and a high level of achievement drive, the leader’s goal-orientation drags down the team performance. But, importantly, if the leader has high levels of empathy and low levels of self-control, performance is also reduced—too much empathy gets in the way of calling people on their misbehaving.”
Location 3195-3198 There may be a neural challenge for getting the right balance between focusing on hitting a target and sensing how others are reacting. My longtime colleague Richard Boyatzis tells me his research at Case Western Reserve shows that the neural network that engages when we focus on a goal differs from the circuitry for social scanning. “They inhibit each other,” says Boyatzis. “The most successful leaders cycle back and forth between these within seconds.”
Location 3219-3221 Picking up telltale emotional cues such as tone of voice, facial expressions, and the like at a group level can tell you, for instance, how many in a group are feeling fear or anger, how many hope and positivity—or contempt and indifference. Those cues give a quicker and more true assessment of the group’s feelings than, say, asking what they are feeling.
Location 3225-3228 One hurdle in such a wide-aperture view, it turns out, is the implicit attitude at work that professionalism demands we ignore our emotions. Some trace this emotional blind spot to the work ethic embedded in the norms of workplaces in the West, which sees work as a moral obligation that demands suppressing attention to our relationships and what we feel. In this all-too-common view, paying attention to these human dimensions undermines business effectiveness. But organizational research over the last decades provides ample evidence that this is a misguided assumption, and that the most adept team members or leaders use a wide aperture to gather the emotional information they need to deal well with their teammates’ or employees’ emotional needs. !!!
Location 3233-3235 There seems to be a bias (at least among college students in the West, who are the bulk of subjects in such studies in psychology) to ignore the larger collective. In East Asian society, by contrast, people more naturally take in broad patterns in a group—a wide aperture comes easily.
Location 3238-3239 Two of the main mental ruts that threaten the ability to notice are unquestioned assumptions and overly relied-on rules of thumb. !!
Location 3240-3242 environmental mindfulness: constant questioning and listening; inquiry, probing, and reflecting—gathering insights and perspectives from other people. This active engagement leads to smarter questions, better learning, and a more sensitive early warning radar for coming changes.
Location 3279-3283 top-performing teams follow norms that enhance the collective self-awareness, such as by surfacing simmering disagreements and settling them before they boil over. One resource for dealing with the team’s emotions: create time and space to talk about what’s on people’s mind. Druskat’s research, done with Steven Wolff, finds that many teams don’t do this—it’s the least frequently demonstrated norm of those they study. “But if a team does this,” she says, “there’s a large positive payoff. !!!
Location 3290-3291 “To harvest the collective wisdom of a group, you need two things: mindful presence and a sense of safety,” says Steven Wolff,
Location 3293-3299 “Being present,” Wolff clarifies, “means being aware of what’s going on and inquiring into it. I’ve learned to appreciate negative emotions—it’s not that I enjoy them, but that they signal a pot of gold at the end of the rainbow if we can stay present to them. When you feel a negative emotion, stop and ask yourself, ‘What’s going on here?’ so you can begin to understand the issue behind the feelings and then make what is going on within you visible to the team. But that requires the group be a safe container, so you can say what’s actually going on.” This collective act of self-awareness clears the air of emotional static. “Our research,” Wolff adds, “shows that is one sign of a high-performing team. They make it easy to give time to bring up and explore team members’ negative feelings.”
Location 3301-3301 Some teams make time for a daily “check-in” at the start of a meeting to ask how each person is doing.
Location 3310-3311 having fun is a sign of shared flow. Tim Brown, CEO of IDEO, an innovations consultancy, calls it “serious play.” He says, “Play equals trust, a space where people can take risks. Only by taking risks do we get to the most valuable new ideas.”
Location 3329-3331 In that far future the specifics of our actions today may well fade like distant shadows of forgotten ancestors. What could have more lasting consequence are the norms we establish, the organizing principles for action that live on long after their originators have gone.
Location 3341-3342 Cognitive psychologists find that people tend to favor now in decisions of all kinds—as in, I’ll have the pie à la mode now, and maybe diet later.
Location 3343-3345 “We attend to the present, what’s needed for success now,” says Elke Weber, the Columbia University cognitive scientist. “But this is bad for farsighted goals, which are not given the same priority in the mind. Future focus becomes a luxury, waiting for current needs to be taken care of first.”
Location 3350-3350 smoking ban? “Even smokers liked it after a while,” Weber adds.
Location 3354-3356 “Politicians are in charge of our welfare,” says Weber. “They need to know people will thank them later for a hard decision now. It’s like raising teenagers—sometimes thankless in the short term, but rewarding in the long.”
Location 3387-3388 The World Bank points to supporting smallholder farming as the most effective way to stimulate economic development and reduce poverty in rural areas.
==========
Location 118-118 pizzled
Location 159-159 Erving Goffman,
Location 229-229 Richard Davidson,
Location 232-233 “phase-locking.”5
Location 259-259 “deep reading,”
Location 299-299 Here Comes Everybody,
Location 460-460 “male sexual overperception bias”
Location 471-471 “cognitive bias modification,”
Location 506-506″super-normal stimuli,”
Location 627-627 gamma spike.
Location 658-659 Harvard Business School study of the inner work lives of 238 members of creative project teams tasked with innovative challenges
Location 776-776 open awareness
Location 805-806″attention restoration theory.”15
Location 911-911 Antonio Damasio’s
Location 935-935 “360-degree” evaluation,
Location 961-961″True North Groups,”
Location 981-981 GROUPTHINK:
Location 982-982 subprime derivatives,
Location 996-996 Daniel Kahneman
Location 1031-1032 smart diversification
Location 1071-1071 Epigenetics,
Location 1080-1080 Head Start
Location 1129-1129 Sesame Street
Location 1265-1265 social sensitives,
Location 1311-1311 cognitive empathy,
Location 1314-1314 emotional empathy
Location 1317-1317 empathic concern,
Location 1340-1340 alexythimics
Location 1354-1355 The Mask of Sanity, by Hervey M. Cleckley,
Location 1411-1411 von Economo neurons, or VENs.
Location 1457-1457″schadenfreude.”21
Location 1498-1498 temporal-parietal junction
Location 1551-1551 mindful awareness
Location 1557-1557 Paul Ekman,
Location 1578-1578 social dyslexia.
Location 1583-1584″gesturally dysfunctional,”
Location 1595-1596″fusiform face area”—while
Location 1598-1598 autism
Location 1637-1637 anterior hippocampus,
Location 1684-1684 au pair.
Location 1701-1702 “automated social hierarchy detection,”
Location 1726-1726 Zoroastrian,
Location 1752-1752 parietal cortex,
Location 1779-1779 Google.org,
Location 1780-1780 flu-spotting.
Location 1811-1811 data science
Location 1819-1819 “wayfinding”:
Location 1897-1897″Systems blindness
Location 1898-1898 John Sterman,
Location 1900-1900 classic textbook
Location 1963-1963 In the Age of the Smart Machine, Shoshona Zuboff
Location 2001-2002 ecological transparency.
Location 2004-2004 life cycle analysis
Location 2022-2022 dorsolateral circuits.
Location 2035-2035 www.handprinter.org,
Location 2070-2071 SYSTEMS LITERACY
Location 2074-2075 Will Wright,
Location 2232-2232 chunking
Location 2309-2309 “Losada effect,”
Location 2352-2352 métier:
Location 2368-2368 Social Intelligence.
Location 2408-2408 “hostile attribution bias,”
Location 2429-2429 autism, attention deficit, — SHAPIRO
Location 2453-2453 empathic cognitive tutor.
Location 2456-2456 Tenacity.
Location 2480-2481 “breathware,”
Location 2553-2553 “social and emotional learning,” or SEL.
Location 2572-2572 Emotional self-awareness
Location 2598-2599 emotional intelligence–based lesson plans for its schools. And for good reason: one conclusion
Location 2598-2598 emotional intelligence–based lesson plans
Location 2602-2603 Collaborative for Academic, Social, and Emotional Learning !!!
Location 2606-2606 attention training
Location 2632-2632 SEL skills like active listening, identifying feelings,
Location 2636-2636 Biodot,”
Location 2659-2660 vagus nerve circuitry,
Location 2754-2754 Mindfulness at Work,
Location 2808-2808 advertising—all of which play a zero-sum game for our attention,
Location 2935-2936 strategy theory maven, James March, !!
Location 2942-2943 “success trap.”
Location 3055-3055 micromanaged,
Location 3058-3059 “pacesetters,”
Location 3063-3063 “Leadership Run Amok”
Location 3139-3139 “Testing for Competence Rather Than Intelligence,”
Location 3176-3176 informal leaders
Location 3215-3215 Emotional aperture,
Location 3378-3378 Unilever
Location 3440-3440 “learning organization,”