Tag Archives: Acceleritis

You Are a World Changer

Start activating change where you are now

What’s my evidence that you’re a world changer? You read my stuff. That’s my evidence.

I get an interesting if fuzzy picture of who reads this blog from the people who thank me for it. And from some indirect measures, such as how rarely people leave public comments, instead emailing me; what does this tell us: private types who read in this blog information that is also kind of private. It’s about the inner life. Inner, not outer, means that it isn’t something people talk about. If they’re going to talk to me about it, they don’t want to do it publicly.

Aristotle considered the inner life the most important thing to Humanity. If he saw what Acceleritis has done to shrink the inner life down to the smallest part of one’s existence, he would become depressed.

But somehow in my readers that inner life is strong. Why else read about it?

Another indirect measure is how I picked the list I started with when I launched this blog. Out of some 8000+ people in the contact list I culled about 1600 whom I see as game-changing people. People who have already visibly changed the industries I touch. People I resonate with because they too are on another plane, looking in at life from angles that are open to change every instant, to triangulate all the hidden corners. This is what the Flow State is like. People like us who flash through the Flow State spend a lot of time getting back there from the lower states that capture us, usually through distraction and attachment coming at us both at once. One of the universe’s trickier sparring partner moves.

So, given that you’re a world changer, what to do about it? It’s not as if you haven’t been asking yourself this continuously all your life. Therefore my answer may not be new, as you may have already said it yourself. Wherever you are now, whatever job you are doing or trying to get, that’s where to change the world first.

Pretty much the only way to do it anyway. Getting out of your current situation into one that affords you more power to do good is as you know an uphill battle. Where you are is where you are. Change things there. Make it better there.

Then it can roll out as a sphere of integration, all the 3D iron filings working together in harmony around a magnetic intention, a plan, a feedback loop, through moment-to-moment Flow State actions. Get that to work in your company — or even your department — first.

How do you do that?

Start to take notes as if you’re seriously going to do this thing. You are serious.
The first notes — all will flow naturally, no need to push, just wait and be ready to jot — will be problem/challenge conditions you’re out to fix. Don’t attach the usual negative emotions — you’re the consultant here, the cure, not part of the bad weather. Just write trigger phrases — a small number of words, often just one or two — that will remind you of a whole train of thought and the feelings and images that go with it.
Later make a clean table with the smallest cluster of problems organized to the left and large spaces to the right to fill in approach directions toward the solutions of each challenge cluster. You don’t have to rush to jot down the approaches; just let them come naturally and write them in.
When the time is right, contemplate the filled-in table. Be alone and uninterruptible. Critique the solution approaches and note their weaknesses and strengths because this is a springboard to fresh ideation. Add more ideas as they come. Start a new clean table and fill it in with the high points of the new ideas that come to you at this step in the process. Let the old ideas fall away — you can add them back later if merited.
While on the private front you are undergoing this process with notes and ideas, in your public self, become unpredictable.

Is that all there is in the way of technique? No, there’s a rich body of technique to convey; the universe — life — is the most complex game ever invented. But that’s enough to start.

What does being unpredictable mean? And why be unpredictable?

Within your organization you have found a certain footing, a certain platform. It is your basis for leverage and it limits your leverage, which is held in place, i.e. limited, by the perceptions others have of you.

If they can predict what you are going to say next, it has limited throw weight. If you’re going to change the world you have to become unpredictable. You have to look past the answer you always give. Include those ideas in what you finally do say, but go to the next level. What other factors are relevant that you could include in your response to a situation?

As you become unpredictable, your perceived biases will stop being your driver, and so people will notice that and think more carefully about what you said. Right now they apply Kentucky Windage to what you say based on what they think your bias is in the situation. Remove the Kentucky Windage factor and you can move people and the world further each day.

Becoming unpredictable is only one principle, which has to be balanced with all the other principles on a situation-by-situation basis. There are no black-and-white rules. Every principle has situations that are exceptions to the rule. You can’t let your company make a wrong move, for example, just because you’re changing your image.

Then, follow your plan, and evolve it with changing circumstances and new information. Don’t get stuck in the first plan. Let it be the plan du jour until there is such solidity to the success trend that you know it’s the right plan.

If the success trend is not there, you have to keep varying the inputs — try new stuff, start the ideation process described above, all over again from scratch.

If you don’t feel the world changing around you within 30 days, email me and let me help. Let’s face it, the world needs changing. We see world-class threats at all levels — military, economic, emotional, spiritual, intellectual, environmental… In my 9-5 life, I see the first solution in 50 years to make companies more profitable — yet it can only in the most brilliantly-led companies make it quickly through the thicket of confusion and lack of communication. This is all due to Acceleritis. Changing the world means tackling Acceleritis. Getting people to think more clearly and to reach the right decisions more quickly, scraping aside the emotional historical perceptual baggage.

This requires releasing people from Emergency Oversimplification Procedure (EOP) so they can spend more time in the Observer state, where they can slip through into Flow.

Perhaps you want to change the world in ways that seemingly have nothing to do with changing people’s effectiveness levels, but I submit that your desired change will occur all the more easily if your audience of co-workers is at a higher level.

If they are in EOP, scared to come out of the meeting having lost something, good luck getting the best decisions.

How do you get your colleagues out of EOP? One on one. Take them to lunch or coffee or drinks and just talk — but mostly listen. You’ll find out what they really want and what you have that can help them. You’ll also see how certain of your ideas are not yet covered on some particular flank, which is pivotally helpful. Are you doing enough reconnaissance? Are you doing it in the right spirit — nurturing, guiding, mentoring, listening, being a friend and/or ally?

The number one thing everyone is feeling is fear. One of the biggest fears is that the game is going too fast to keep up effectively. This is a rational fear, because it is true that the game is going too fast. That’s Acceleritis for you.

However it is not rational to hold onto that fear. Fear is an alarm clock, and you turn off the alarm clock once you get its message. Move on from fear to dealing with the challenge slope such as it is. Fear only degrades your performance on that slope. Rationality therefore dictates removing the fear as a preliminary step to functioning at all.

A contemplation for burning out fear is to dwell on it until you hit bottom. Since this doesn’t usually happen overnight, schedule times for this contemplation over the course of days, preferably when you are alone. Visualize the worst possible outcome in the most complete detail possible, actually feel it as if it is happening. When the “so what?” feeling comes over you, you know you have burned out that circuit. If the feared scenario ever happens that way, you won’t seem to care as you simply deal with it, and you will have a great chance of turning the whole thing around just by your state of being in that moment.

You won’t be able to talk to all of your associates about the inner life, as some will not be ready. Follow your intuition. You don’t have to address these subjects directly to communicate the essence of attitude adjustment — people see it in you. Just hanging out and being a friend is more than enough to get the entire process to work perfectly.

You certainly don’t want to become manipulative and try to brainwash people. That’s what got us here. We’re trying to go the other way now.

Ultimately you want everyone to make up their own mind. You just want them to do it in the Flow State.

As we all work together to change the world, one situation at a time.

Best to all,

Bill

The Most Difficult Game on Earth

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Last week we published here the Human Effectiveness Institute’s “highly incomplete checklist” of things to do each day in 2012 to define and meet your goals for the year. One could write a book on each item in that list. For starters, here’s a drill-down on one item in the list that in a way underpins all the other items on the list.

Item III.1 on the list describes why you should be enjoying the moment and provides ways to get yourself into that headspace. Ironically, this is the most difficult game on Earth.

In some version of this universe, it is natural to be in that state all the time, i.e. happy doing whatever you are doing at the moment, or not doing anything but just being there. Why not be happy? If it’s what you’re doing that is blocking happiness, do something else. Why were you doing it in the first place if it didn’t make you happy?

The ego is what gets in the way. The ego is the be-all and end-all of unhappiness. You can choose happiness or at least neutrality in any moment no matter what is being inflicted upon you against your will, to pick an extreme case. If you’re being waterboarded, okay, neutrality is probably the best you can hope for. But such an extreme case illustrates that by an act of will and focus we can indeed choose our mental emotional state. All of us can. There have been times when we’ve all had an opportunity to prove that to ourselves. Nonetheless, it’s the most difficult game on Earth.

In the prior post we also described a modus operandi where you allow events in your mind/feelings to occur and then float away downstream without holding onto them unless they are perfect and contain no negativity. An impulse to be unhappy is one such event. The typical reaction is to get stuck in it. Great news: you can allow that impulse to float downstream. Perhaps as it goes you realize where it came from, or not. But you choose not to listen to it, obey it, or be taken over by it. It was just an arising in your consciousness. They keep happening of their own accord. It’s as if they are being lobbed into you from somewhere, but it is not necessarily your own best interests or wisest self that lobs each one. In fact most of the incoming is not up to the quality level of your best thinking. So why take it all on?

The ego is what makes this game so damnably hard. Whether the brain is a biocomputer or that concept is merely a construct, we are offered similar user choices in both domains. In dealing with a computer we are always offered choices of “View”. The ego is one “View” we are offered within our own conscious experience.

The ego Views every cup as half empty. The ego is Worf on the Starship Enterprise. Stuff is out to get us and we had better have the adrenalin flowing to deal with it right now.

Adrenalin and cortisol of course play havoc with the body as well as the mind. The ego is also the source of all stress. The ego is the bad guy in this movie. And yet the ego has nothing but your own best interests at heart. As Freud speculated and we agree, the ego is the manager that interposes in front of the sensitive animal infant to take care of it as soon as there is seen to be an Other outside of the self who does not always hasten to obey the felt needs of the self. The ego is therefore a normal part of growing up. Why should we paint it as a bad guy?

My theory of Holosentience (whole-consciousness) is that we do not use our whole brains enough. We are dominated by the ego view, due to “temporary” imbalances that have occurred since the infancy of our race, which is where we still are. These imbalances resulted from a mixture of testosterone, left-brain dominance, and Acceleritis — really all parts of one phenomenon: the newest physical brain parts have been slow to gain their appropriate level of contribution within the total brain. These laggards are the right brain and prefrontal cortex. The violence of the pre-existing culture — driven by testosterone, tools and weapons — co-opted the left cortex, one of the newer brain parts, into their drama, at the expense of the right cortex. That causes the ego to be pandemically “swollen”. We get stuck; we have not learned the “float downstream” methodology. This is why staying happy in every moment is the hardest game on Earth. A million years from now, or even in a couple of hundred thousand years, it will not be so.

But we can’t wait.

We need to develop methodologies to advance ourselves mentally/emotionally that far into the future, now. The actual survival of the race may well be at stake, but more importantly, our own individual happiness — yours and mine, and that of the people we love, the whole human race — is at stake for sure.

Happiness cannot remain up the trail somewhere, an elusive thing we are working toward. Not good. Outdated idea. Time for the new idea. Happiness now. In every now. Now. And now. And now. Happiness all the time, internally controlled, internally generated, by an act of will. Infernally difficult but we cannot abandon this game as we possibly always have before. Now is the time to face it — fight it — and win. And keep winning. Because the game is not won once, but continuously. That’s what makes it so hard.

After nearly 5 billion years of Earth’s existence, dinosaurs ruled the Earth for 160 million years. This is the normal rate of change for evolution. Just 200,000 years ago the hairless standing ape emerged. This is an eyeblink in history considering the billions of years it took for Earth to develop life and the hundreds of millions of years for life to very slowly evolve. The problem is that the new big-brained hairless ape developed its brain physically at unbelievable speed and mentally at lightspeed by comparison with the formerly slow movement of the Earth drama.

The hairlessness was, according to Desmond Morris in The Naked Ape, evolution’s way of making humans sexier so as to promote full-life mating as a survival mechanism enabling time-binding, the passing on of knowledge from generation to generation. Hand in hand with hairlessness, larger female breasts and larger male genitalia than apes. In Morris’ theory, neotony — the longer time required for newborns to become self-sufficient in humans vs. other species — was also aimed at causing lifelong bonding of male and female so that the big-brained new ape could leverage its brain cumulatively across time.

Holosentience theory posits that we are living through a temporary spike in time when “recently” we have been given new testosterone levels, new highly-active left brains, still largely dormant right brains and forebrains, and we have not as a race learned yet how to integrate this stuff. The purpose of the Human Effectiveness Institute is to push forward that learning.

So back to the hardest game on Earth. As you go through your day, keep coming back to your right to be happy, right now, and use your focus, your will, and your creativity to bring about your happiness, in the Now. Let inner impulses float downstream if they are not conducive to your happiness in the Now. Take notes on stuff you let float away if you feel it is worth coming back to later, but let it go in the moment. This is remarkably conducive to flow state. There is a perceptible drag on flow state caused by looking backward at the supposed imperfections of what you did a moment ago. In martial arts one is trained to not gloat or sulk over your own last (good or bad) move. Erase everything downstream of the Now. Keep erasing it in your consciousness all the time, taking notes on items felt to contain future insight.

One thing that gets in the way of winning this supreme game is the never-ending To-Do list. We all have two of them, our primary moneymaking job To-Do list, and the Remainder-of-Life To-Do list. In this time of Acceleritis — which is still accelerating faster all the time, like an out of control merry-go-round — it’s common for sincere people who keep their agreements to wind up subordinating themselves and their moment-to-moment happiness to the To-Do list. This gives more weight to the To-Do list than to one’s own best interests. This is the thinking of a slave.

The recommended technique for de-weighting the To-Do list is, ironically, to be more thorough about how you maintain it. If you sweep everything up into two lists kept on the lower toolbar of your computer, prioritized as well as realistic time pressure allows, and continue to put the incoming in there, a palpable sense of calm ensues when you close these lists back down into the toolbar. You’re not going to forget to do anything. The most important stuff will arise in your mind to remind you to bring it to the top of the documented list. It suddenly all feels under control.

Sometimes learning how to use our brains comes down to simple stuff like this.

You have enough creativity to find ways to make whatever your task is at the moment more interesting to yourself. You may have to give yourself a little more time to achieve the desired effect. If you feel you are being watched at work and can’t carry out these methodologies, go to the rest room and into a stall. (Why do you think the human race called it a “stall” in the first place? 🙂 )

Beyond our own individual lives, I feel we all have a duty to posterity to bring widespread public awareness to how consciousness works, and how to make it work better. We need to start using methodologies such as “float downstream” in the upbringing of our children, in school curricula at all levels, and in on-the-job HR training. That’s the mission of the Human Effectiveness Institute and this blog is one of our means to that end.

Thanks for reading. For a short video relevant to this same subject, please click on the link below.

Joy Now video

Best to all,

Bill

Accomplishing your 2012 Objectives

Optimizing the value of feelings in decision making

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What are feelings? How are feelings optimized?

Besides the input from the five physical senses, human consciousness receives feelings. Upcoming posts will offer experiments focused on this input stream, which you can conduct yourself. These experiments will establish whether you can achieve measurable improvements in your own effectiveness stemming from better channeling or processing of feelings-type information.

To prepare for the experiments, let’s contemplate: what are feelings?
Here you can contemplate this question if you wish, or just go on.

Feelings are urges that arise to sensibility within us, within our minds and within our bodies. Feelings are experiences, states of consciousness resulting from motivations, sentiments, preferences or desires. These terms all really mean the same thing: motivations, what we value, what we want, what we are trying to get, what we want to avoid.

Feelings are the way we respond internally to external and internal phenomena, based on what we are trying to get and avoid, and how current events can help or threaten our desired outcomes.

Therefore feelings generally come in two valences, positive or negative. The feelings are positive if current events appear to favor our targeted outcomes, and they are negative if events seem to be heading away from what we want to have happen.

Positive feelings are valued universally in themselves. We don’t need to argue in favor of them, we all like them, and would like to have them all the time.

Negative feelings not only make us feel bad (by definition), they lower our immune system thus making us more prone to disease, and they distract our cognitive concentration thereby reducing our effectiveness. These bad feelings can also serve a positive function as an alarm system to get our attention to the problem fast. Ironically, if the bad feelings continue while one is grappling with the problem on a rational level, it will take longer to solve the problem.

When a problem arises and is sensed partially by the bad feelings within oneself, alerting us to focus on the challenge, it’s easy to say, “Turn off the alarm and get on with solving the problem.” However, it is not so easy because of attachment and Acceleritis.

Acceleritis, the unending acceleration of information entering the human brain each day, simply overloads the average human being’s capacity to do effective mental work of any kind. One kind of mental work we are supposed to get better at as we truly mature and “grow up” and become a “mensch” is to be able to sanely and in a balanced way take our feelings into account in our actions, without being stampeded or reduced to hand-wringing by those feelings. Acceleritis therefore also escalates the power of other mental subsystems that push in the direction of closure, black-and-white thinking, snap decisions, self-consistency and self-imitation — anything to simplify. Complexity is tacitly perceived as the main threat and pain causer. Acceleritis therefore lays many of us low with attachment — if Acceleritis were not present, we would actually have the mental and emotional maturity to cope with the situation without attachment.

What then is attachment?
Here you can contemplate this question if you wish, or just go on.

Attachment is the excessive dependency on something. It is actually love carried too far. You love something so much (a wonderful thing) you cannot do without it, and so you fall prey to fear of losing it, and this distracts the mind so that Observer state and Flow state are impossible. Your mind tends instead — in the Acceleritis-induced state of Emergency Operating Procedure (EOP) — to go around in circles wallowing in the fear of loss or the sense of loss, or the anger and bitterness related to the loss or threatened loss, or the hopeless defeated depression of having lost it with no hope of regaining it. No useful mental work is achieved, no problem solving, no creative new leaps rising to meet the challenge sideways, as would occur in the higher states of effectiveness, namely, the Observer and Flow states.

As discussed in earlier posts, these effectiveness states are posited to be real physical states in the brain, differentiated from one another in measurable ways. Our Theory of Holosentience is based on the hypothesis that the primary dimension determining the state of the brain and consciousness is the degree of harmony among functional areas of the brain (inhabiting our entire sentience at once) — wherein thoughts, feelings, motivations, and the other aspects of self achieve a synchronous integrity in both the experientially measurable consciousness domain as well as the scientifically measurable biometric material domain.

This brings us back to feelings. Feelings have always been less studied and talked about than thoughts. Descartes did not say “I feel, therefore I exist.”

The word feeling originally may have related (Wikipedia says) to the sense of touch, and then its meaning expanded to include the ineffable internal sense that brings us more bits (information) than the five physical senses in terms of the way it affects our actions.

What evidence is there that we are generally more driven by our feelings than by our thoughts? Freud established that thoughts are more likely to be rationalized in support of feelings, rather than people being able to use their thoughts to control their feelings. And yet, how valuable it is to be able to do just that — to have the mental self-discipline to focus one’s thoughts effectively even when one’s feelings are in an uproar.

In a nutshell, feelings are a manifestation of our motivations colliding with the external world. What feeling would we have if we had no motivations?

Here you can contemplate this question if you wish, or just go on.

You can actually discover this for yourself, by meditating. While there are many specific methodologies for meditation, all of them have this mind/gut mirror effect of showing you what your own motivations really are, where they have gotten you, and why you have each experience you ever have. You can also achieve such objectivity that you can, as it were, turn off certain motivations for the moment and see what that feels like — what visions of future possibilities arise now that X motivation is gone, how are you breathing, how do you feel?

This gaining of perspective through meditation makes you feel good. In other words, it not only helps you inspect deeply your own feelings and their consequences in the world, it also generates a feeling, and a very good one.

What is that very, very sweet feeling? Is it happiness? Is it ecstasy? Yes, it’s all those things and more. Then what is it?

It’s love. A word that provokes instant uneasiness all round. It’s a word that makes us all feel silly. The guy has lost it. You don’t talk about such things. Verboten. Just for family talk, not public talk. What an interesting word to have such an effect.

The F-bomb has become popular in meetings with both males and females, at least in certain businesses I have moved through in the last decade. It is more acceptable than the word “love” in such venues.

Beyond getting the author in hot water, what is love?
Here you can contemplate this question if you wish, or just go on.
$Pink sheer heart shape, computer generated fractal abstract background$ It is the master feeling, the one all the others come from. Love is white light whereas each feeling is a color.

Love is the residue that is left when motivations are tuned down into conscious perspective, in light of an open-minded empirical philosophy of demanding proof for everything, dropping every bit of information one has heard onto a trial workboard in the consciousness storage bin, and taking it offline in terms of decision making. This is the perspective of yoga. Zen. Meditation. Contemplation. Focused singlepointed attention. A way of life for millions of people today and throughout human history. These multi-strands of movements see themselves as part of a whole, although to those outside they seem like a bunch of cults that are all different. They are all the same in achieving perspective, distance from motivations that the bodymind otherwise assumes are immutable, non-negotiable. These methods are among those crystallized into simple steps in our book Freeing Creative Effectiveness.

Why does love remain when one has achieved objective distance from one’s motivations? What evidence do we have for that assertion, and what explanation do we have for it?

As an individual my only evidence for any assertion here are my own experiences. Every time through meditation I clear away the built-in locked-in powerful sway of my own motivations, I discover that I am content, every tiny aspect of what I am experiencing is enjoyable and interesting, I simply love it, all of it, I love myself, and everyone. Others have reported similar experiences, enough so that I know I am not an isolated case. In the next post we will offer a meditative experiment whereby this may also happen to you.

Why should it be so? Why should we feel love when we are not being driven this way and that by irresistible motivations?

In my cosmological Theory of the Conscious Universe (TOTCU) we are all dubs of the master consciousness, like MP3 copies of a master recording of a song, each of us a microcosm of the whole universal consciousness. When we rise above the petty motivations that seem so all-important to us in our daily lives down here on this one planet, we partake of the carrier wave motivation we share with the master consciousness, the one that is always there under all the other motivations, from which they draw their power. Love that is omnidirectional is the wellspring, the source from which we splinter off love of money, love of power, love of sex, love of the idea of getting that big job, and so on. All other motivations are modulations of love. So when the splinter motivations are quieted, the background radiation that differentiates itself into these “local” motivations becomes visible. This is how I explain it to myself, that I have this omnidirectional love experience whenever I am centered and immune to the compulsions to protect and seize what I feel I must have.

Acceleritis makes it very difficult for me to communicate this so that it is widely credible, because Acceleritis works against the stopping of the momentum of the mini-mind —so it seems ridiculous to assert that we already have an abundance of love without having to get anything we don’t already have. And yet, if you allow the possibility of a universal consciousness of which we are all a part, what motivation would it have to be doing this universe if it did not love the doing of a universe as a game in itself, the master game, the master art form, the ultimate form of self-discovery.

Acceleritis makes it much easier to deal with information overload by focusing on differences and categorization into buckets mostly on a single continuum from good to bad. This goes on constantly below our conscious awareness. Making automated decisions that are often the wrong ones. This leads to all sorts of feelings, many of them bad. Clouding over the master feeling that exists already, unbrokenly from beginning to end. It is there underneath all this debris. It comes out when we clear off the rubble.

Now that we’ve explored “feelings”, the next post will describe an experiment you can carry out yourself on the optimization of feelings.

Best to all

Bill

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PS – Humorously, Wikipedia says that feelings are the conscious subjective experience of emotion. This is funny because psychology defines emotion as the aspect of feeling that can be measured in the body, such as glandular secretions, muscle tensions, breathing rate, brainwaves, perspiration, etc., and you could just as easily say that feelings cause emotions as you could say emotions cause feelings. The leftover behaviorist psychology way of looking at it would be to make emotions more important — in fact 100% important, with feelings relegated to the trash bin of mind as epiphenomenon, a sound track that actually has no control of what the body is doing.

Such behaviorist Pavlovian thinking is now almost a century out of date, yet remnants of that thinking still creep into the generally excellent Wikipedia (which needs our donations incidentally to stay alive, and someone should tip them off to using advertising to support themselves, doing it in a PBS-like manner to the side all the way down from top to bottom, with true sponsorship tonality). Behaviorist ideas permeated so much of our thinking as a culture when they held reign that growing up we each got a dose of such ideas in the background conversations of adults we overheard. This is where we got the idea that we can just let the mind and body do their thing the way we always do and the way other people do, without any stopping to check out what the hell these operational action decisions are being based on.

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The Human Effectiveness Institute

New tools to focus the mind, enabling higher performance

Tag Archives: Acceleritis

You Are a World Changer

The Most Difficult Game on Earth

Accomplishing your 2012 Objectives

Optimizing the value of feelings in decision making