Your Brain Can Only Take So Much Focus

The ability to focus is an important driver of excellence. Focused techniques such as to-do lists, timetables, and calendar reminders all help people to stay on task. Few would argue with that, and even if they did, there is evidence to support the idea that resisting distraction and staying present have benefits: practicing mindfulness for 10 minutes a day, for example, can enhance leadership effectiveness by helping you become more able to regulate your emotions and make sense of past experiences. Yet as helpful as focus can be, there’s also a downside to focus as it is commonly viewed.

The problem is that excessive focus exhausts the focus circuits in your brain. It can drain your energy and make you lose self-control. This energy drain can also make you more impulsive and less helpful. As a result, decisions are poorly thought-out, and you become less collaborative.

So what do we do then? Focus or unfocus?

In keeping with recent research, both focus and unfocus are vital. The brain operates optimally when it toggles between focus and unfocus, allowing you to develop resilience, enhance creativity, and make better decisions too.

When you unfocus, you engage a brain circuit called the “default mode network.” Abbreviated as the DMN, we used to think of this circuit as the Do Mostly Nothing circuit because it only came on when you stopped focusing effortfully. Yet, when “at rest”, this circuit uses 20% of the body’s energy (compared to the comparatively small 5% that any effort will require).

The DMN needs this energy because it is doing anything but resting. Under the brain’s conscious radar, it activates old memories, goes back and forth between the past, present, and future, and recombines different ideas. Using this new and previously inaccessible data, you develop enhanced self-awareness and a sense of personal relevance. And you can imagine creative solutions or predict the future, thereby leading to better decision-making too. The DMN also helps you tune into other people’s thinking, thereby improving team understanding and cohesion.

There are many simple and effective ways to activate this circuit in the course of a day.

Using positive constructive daydreaming (PCD): PCD is a type of mind-wandering different from slipping into a daydream or guiltily rehashing worries. When you build it into your day deliberately, it can boost your creativity, strengthen your leadership ability, and also-re-energize the brain. To start PCD, you choose a low-key activity such as knitting, gardening or casual reading, then wander into the recesses of your mind.

But unlike slipping into a daydream or guilty-dysphoric daydreaming, you might first imagine something playful and wishful—like running through the woods, or lying on a yacht. Then you swivel your attention from the external world to the internal space of your mind with this image in mind while still doing the low-key activity.

Studied for decades by Jerome Singer, PCD activates the DMN and metaphorically changes the silverware that your brain uses to find information. While focused attention is like a fork—picking up obvious conscious thoughts that you have, PCD commissions a different set of silverware—a spoon for scooping up the delicious mélange of flavors of your identity (the scent of your grandmother, the feeling of satisfaction with the first bite of apple-pie on a crisp fall day), chopsticks for connecting ideas across your brain (to enhance innovation), and a marrow spoon for getting into the nooks and crannies of your brain to pick up long-lost memories that are a vital part of your identity.

In this state, your sense of “self” is enhanced—which, according to Warren Bennis, is the essence of leadership. I call this the psychological center of gravity, a grounding mechanism (part of your mental “six-pack”) that helps you enhance your agility and manage change more effectively too.

Taking a nap: In addition to building in time for PCD, leaders can also consider authorized napping. Not all naps are the same. When your brain is in a slump, your clarity and creativity are compromised. After a 10-minute nap, studies show that you become much clearer and more alert. But if it’s a creative task you have in front of you, you will likely need a full 90 minutes for more complete brain refreshing. Your brain requires this longer time to make more associations, and dredge up ideas that are in the nooks and crannies of your memory network.

Pretending to be someone else: When you’re stuck in a creative process, unfocus may also come to the rescue when you embody and live out an entirely different personality. In 2016, educational psychologists, Denis Dumas and Kevin Dunbar found that people who try to solve creative problems are more successful if they behave like an eccentric poet than a rigid librarian. Given a test in which they have to come up with as many uses as possible for any object (e.g. a brick) those who behave like eccentric poets have superior creative performance. This finding holds even if the same person takes on a different identity.

When in a creative deadlock, try this exercise of embodying a different identity. It will likely get you out of your own head, and allow you to think from another person’s perspective. I call this psychological halloweenism.

For years, focus has been the venerated ability amongst all abilities. Since we spend 46.9% of our days with our minds wandering away from a task at hand, we crave the ability to keep it fixed and on task. Yet, if we built PCD, 10- and 90- minute naps, and psychological halloweenism into our days, we would likely preserve focus for when we need it, and use it much more efficiently too. More importantly, unfocus will allow us to update information in the brain, giving us access to deeper parts of ourselves and enhancing our agility, creativity and decision-making too.

By: Srini Pillay

Srini Pillay, M.D. is an executive coach and CEO of NeuroBusiness Group. He is also a technology innovator and entrepreneur in the health and leadership development sectors, and an award-winning author. His latest book is Tinker, Dabble, Doodle, Try: Unlock the Power of the Unfocused Mind. He is also a part-time Assistant Professor at Harvard Medical School and teaches in the Executive Education Programs at Harvard Business School and Duke Corporate Education, and is on internationally recognized think tanks.

Source: Your Brain Can Only Take So Much Focus

.

Srini Pillay, M.D. is an executive coach and CEO of NeuroBusiness Group. He is also a technology innovator and entrepreneur in the health and leadership development sectors, and an award-winning author. His latest book is Tinker, Dabble, Doodle, Try: Unlock the Power of the Unfocused Mind. He is also a part-time Assistant Professor at Harvard Medical School and teaches in the Executive Education Programs at Harvard Business School and Duke Corporate Education, and is on internationally recognized think tanks.

.

More Contents:

Right-Brained Children in a Left-Brained World: Unlocking the Potential of Your ADD Child

Behavioral and Physiological Bases of Attentional Biases: Paradigms

Misdiagnosis and Dual Diagnoses of Gifted Children and Adults: ADHD, Bipolar, OCD, Asperger’s, Depression, and Other Disorders

Updated European Consensus Statement on diagnosis and treatment of adult ADHD

Pediatric Obsessive-Compulsive Disorder Differential Diagnoses

Cognitive Psychology and Its Implications

Stimulus-Driven Reorienting Impairs Executive Control of Attention: Evidence for a Common Bottleneck in Anterior Insula

Functions of the human frontoparietal attention network: Evidence from neuroimaging

Bottom-up saliency and top-down learning in the primary visual cortex of monkeys

The extent of processing of noise elements during selective encoding from visual displays

Testing the behavioral interaction and integration of attentional networks

Perceptual Load Affects Eyewitness Accuracy and Susceptibility to Leading Questions

wo Polarities of Attention in Social Contexts: From Attending-to-Others to Attending-to-Self

Selective attention and serial processing in briefly presented visual displays

Social Psychologist Amy Cuddy on How to Find Power and Confidence in a Crisis

In times of crisis, don’t look to the past or the future for answers. That’s according to social psychologist and behavioral science expert Amy Cuddy. The Harvard University lecturer and author of Presence: Bringing Your Boldest Self to Your Biggest Challenges explained in a virtual keynote to Inc. 5000 honorees this week that productivity-sapping emotions such as anxiety, dread, and distraction come from thinking too much about the past and future.

Staying present, Cuddy explains, can help you approach difficult situations with composure and find solutions with confidence. “It’s the power to bring yourself forward to express your most confident, competent, trustworthy, decent, awesome self in stressful situations,” Cuddy says. “It is the ability to control your own states, your own behaviors, and, to some extent, your own outcomes.”

Here are three of Cuddy’s tips for how to make the most of a bad situation.

View challenges as opportunities.

When presented with a challenge, Cuddy advises reframing the situation. If you feel nervous to approach someone, for example, think of them as a collaborator or an ally, rather than as a competitor. Changing viewpoints can make you feel more in control of coming up with a solution to your problems.

“When we feel powerful, it leads us to act,” Cuddy says. “When we feel powerless, we don’t act.”

Don’t fake it until you make it.

Faking it until you make it works in some situations, but not when it comes to relationships. The best relationships are built on trust and authenticity–not on overstating your abilities.

“Unfortunately, we often make the mistake in work situations of showing off our skills and our strengths before showing that we are trustworthy,” Cuddy says. “When we neglect that piece, this other piece–the strength, the competence, the skills–they just don’t matter, especially for leaders who really need to inspire people to do their best work.”

Avoid panicing at all costs.

When presented with something that makes you panic, Cuddy advises business owners to think of a time when you felt your best, whether it was finishing your first successful fundraising meeting, landing your biggest client, or even at a personal event such as a wedding. By contrasting the panic with a good feeling, it can help you reset your approach to the situation and feel more present.

“When we feel present, we’re not doubting who we are [and] we believe in ourselves,” Cuddy says. “And when we believe in ourselves, we believe in what we’re selling.”

Source: Social Psychologist Amy Cuddy on How to Find Power and Confidence in a Crisis | Inc.com

.

More Contents:

Where Workers Are the Happiest

Lessons from America’s Golden Age of Innovation

On Résumés, an Upper-Class Background Benefits Men but Not Women

Whiteboard Session: The Business Case for Sustainability

The Other Kind of Inequality, Explained

Why Immigrant Entrepreneurs Are So Important to the U.S.

Gender Equality Is Making Men Feel Discriminated Against

Even After Criticism, Men Think Highly of Themselves

July’s Distractions and Coming Out the Other Side — CEO Candi

Distractions is definitely the theme of July. There were WAY too many meetings and events throughout this month. It felt very unproductive at times. Work felt especially imbalanced between meeting time and working time.

via July’s Distractions and Coming Out the Other Side — CEO Candi

Your kindly Donations would be so effective in order to fulfill our future research and endeavors – Thank you
https://www.paypal.me/ahamidian

 

%d bloggers like this: