Tag Archives: Acceleritis

Creating a Mood of Mental Optimization in Your Organization, with the Power of Respect

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The charter of The Human Effectiveness Institute defines our mission as improving decision making. As you delve into our material you discover that it is clarity we aim to engender as the means to improved decisions. A clarity that is lacking due to Acceleritis and EOP.

Distraction is the agency through which Acceleritis diminishes our clarity. The control of distraction both externally and especially internally is the focus of many of our methods. But even when one is paying singlepointed attention/concentration to one thing, the Zone may be elusive.

The Zone block in that case could be motivational. If we are attached to the outcome, feel overmatched, or bored — if these types of feelings are present, they too are distractions, even if we are not consciously aware of them until someone or something brings them to our attention. Our methods are designed to help you notice these subliminal feelings in yourself sooner rather than later, with no need for something external to jog you to realize the presence of such feelings.

Mental optimization is the underlying idea behind Psychotechnology, which is our rubric for any methods that help you work better in the world through clearer decisions. Methods that move you from EOP to Observer state to the Zone.

Mental optimization is a mood — a modality of consciousness that shapes the choices consciousness makes, shapes its information processing priorities, shapes everything that consciousness does. The way large masses with their gravity shape spacetime.

Mood is a supervening variable. It is where consciousness starts out each moment before any thoughts or feelings, memories or sensory percepts, or hunches/intuitions, arise. This is why mood is the shaping governor of which specific thoughts/feelings/percepts/intuitions arise and get your attention.

If you run the show, you can create a mood of mental optimization in your organization. The list of benefits is endless. Everyone will be in a mood of enjoying the game of making everything better, each second, the way a hero/heroine does, without internal pettiness to ruin the perfect pleasure.

Organizations run enormously better this way.

It is like expanding what you do in optimizing a marketing plan (demand), and optimizing the supply chain, and optimizing the balance sheet — applied even more broadly to optimizing the entire operation.

It is also the single best thing you can do to mentor and make good on the promise of nurturing and developing your team members, bringing out the best in each one of them. Showing them the mood, getting them into the ultimate game, where they feel its gamelike fun through and through — this is the basis for which they will continually choose this mood until they wake up every day with it fully operational in their consciousness.

How do you do this? How do you get them into the mood?

It starts with you being in the mental optimization mood. Telling them it’s your new modality. Offering to share it with them. They will ask, “Okay, so what do I do first?”

You’ll tell them the first rule is to assume, as an operating principle regardless of right and wrong, that negativity inside is useless and obstructive to optimization.

You’ll have to give examples and practice this. The best examples will be closest to home. Describe how you did it yourself — something happened recently to the organization and your first feeling was anger at certain people or entities — then you quickly set that aside as not optimal and began your search for problem definitions, opportunities hidden or obvious, and solution oriented win-win action plans, including provision for major refinement based on feedback along the way. Give a few examples of how you turned a challenge into a win for the organization by not wasting time with negativity nor letting it interfere with your ability to conjure a win-win solution.

Obviously you can’t come up with perfect win-win ideas while you want someone to lose because you are mad at them.

You’re even less effective at hurting them when you are sucked into negativity. Not that we espouse hurting anybody as a reasonable goal for an organization. Just pointing out how useless and counterproductive negativity really is.

But, dear reader, I hear you thinking, “Sure, Bill, you already told us about negativity in the last post. What else is there?”

There is respect. Respect is the second principle worth sharing here. Everyone wants it. The thing that usually causes people to quit ultimately comes down to respect. Either they didn’t feel it enough, or the position somehow compromised their internal self-respect, or usually both hand in hand.

Of course most people are in EOP almost all the time, so although their true self wanted respect, the way this manifested was that their ego was wounded and/or they were attached to having their egos flattered. This was coming not from their self that was born, but rather from the software layer functionally called the ego and structurally consisting of neurons built in the brain since birth, which exhibit the robotical behavior that highjacks the mind — this is EOP.

These people could have been kept in the organization by providing them true respect in the right ways and not necessarily by fanning the flames of their ego. What is the right way to show respect? There are many, including:

  1. Not interrupting.
  2. Providing just the right degree of autonomy i.e. not micro managing.
  3. Not utilizing lateral second guessing as a quality control process.
  4. Offering suggestions in the right way i.e. aimed at optimization goals held in common by those in the conversation, and without putting down anyone else’s ideas.

Not an exhaustive list. Let’s delve more deeply into each of these just for clarity.

You should run the meetings you are in either openly or subtly. If it’s someone else’s meeting, be subtle but make sure people are always allowed to finish their thoughts (method 1). Exceptions would be the rare but obvious cases where someone is talking too much and slowing things down. In those cases be careful to use respect and ensure respect from the group to the person who is being longwinded, while keeping things moving. Often the way to do this is to offer an offline meeting with that person at a later time. At that meeting you would employ method 4 above — showing respect in the way that you offer corrective constructive feedback. Your employee will appreciate the feedback if you do it in the right way — the optimization focus with respect — not a put-down.

The optimization mood gives you permission — in fact mandates you — to tell employees the hard truth of what they are doing wrong — but with respect so they can actually appreciate it.

Flashback war story. Hal Miller, my first boss in the media business, was a great mentor and implementer of all these principles. In his training program with two other people at the time we developed full marketing communications plans for a fictitious brand. He had each of us present to him alone in conference room with him pretending to be George Washington Hill, CEO of American Tobacco Company in the 30s and early 40s. Hal’s feet were up on the conference table and there were holes in his socks. He smoked a big cigar and interrupted annoyingly five times on every flipchart.

All of 21 at the time, I was polite at first and gradually became snarky in shooting down his objections one by one by my superior understanding of the technical research underpinning my case.

Later in the hall he came up to me and said “You know you really knew your stuff, and were brave in defending your recommendations,” and at this point he pinched my cheek and looked into my eyes, “but you didn’t make us love you.”  Thus he showed respect for my work while giving me feedback that I was then able to appreciate.

I won’t explain micro managing (method 2) since we all know what it is — giving a person less autonomy than is customary across all industries based on that person’s experience, title, and/or responsibilities.

Method 3 above relates to a subtler form of micro managing, where a boss has one person within the organization systematically second-guessed by peer review, as a matter of course.

All four of these methods are forms of restoring respect that has diminished within an organization as a result of sub-optimal practices slowing things down and leading to sub-optimal decisions as well as to losing employees.

So far in these posts we have covered the first three principles of creating a culture of optimization within your organization:

  1. State the goal of optimizing everything and everyone. Explain it, give personal examples, stay the course over time.
  2. Explain and follow the Negativity Rule. When broken follow the Respect Rule and bring everyone back to optimizing.
  3. Explain and follow the Respect Rule. When broken follow the Respect Rule in bringing it back for everyone, understanding that it is all for optimization.

The optimization mood feels better, and it’s also more fun.

Click here for a relevant sample from our book FREEING CREATIVE EFFECTIVENESS.

Best to all,

Bill

Cognitive Toolkit Meets Psychotechnology

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David Brooks has done what I wanted to do — tried to do for many years but couldn’t make it happen, at least not in such a big way. My hat’s off to him!

In his book The Social Animal — and in the popular reaction to the book — David has called the world’s attention to the levers that we all have inside. Things that make us better — strategies — little acts of will within our own minds. Levers we don’t leverage to their full advantage. I have called them “psychotechnologies” since 1976. David calls them “one’s Cognitive Toolkit”.

If you have read my earlier post about Acceleritis, you know I postulate that our culture has been accelerating since the advent of written language some 6000 years ago, and that the number of question-producing stimuli falling upon the average one of us each day has in that short period increased exponentially, given our 200,000 years in existence as homo sapiens.

If it were not for Acceleritis, most of us would quickly catch on to what David calls “equipoise” — the learnable trait of looking inside objectively so as to see how to improve oneself. In the infopressure stream hitting each and every one of us each second each day (with a few oases here and there), the development of this trait remains stunted. This is to my view a pandemic — a world-wide mental degenerative disease.

Because David has grabbed the mic and the world is listening, I see this as an opportunity to compare my psychotechnology theories to those set forth in The Social Animal. This can make for quite a few of these postings until one of you says talk about something else already.  😀

I’m serious. I really believe it’s important for all of us to learn the traits David wants us to learn — and a few he hasn’t gotten around to yet.

All of the easily-listable things wrong with the world reduce to human behavior, which reduces to what makes us tick inside.

What has been needed for 6000 years is a practical toolkit for overcoming the distractive power of Acceleritis and instead focusing inward — without losing one’s job etc. In fact, making even more money and succeeding in far more important ways as well, because of having seen inside more clearly than one sees in the average daily state of consciousness called “normal” on Earth in the current era.

What we call normal I call EOP: Emergency Oversimplification Procedure. We are not in the moment, savoring the moment, we are trying to get past it and on to the next thing on our list or one of the distractions that arise constantly to draw us away from our list. We are in a robotic state.

What I consider to be the really normal state a human being could be in all the time is the Zone aka Flow State — what David calls “Moments of Transcendence”. We would be there were it not for Acceleritis. That’s my theory anyway.

We can get there with the toolkit. David’s got some of it, I’ve got some of the same and quite a few different tools, others throughout time have had pieces of it. Let’s use it all. The more diverse the toolkit, the more balanced and accessible to all.

Science can help us discover the toolkit and validate it — but that is a very slow process. We might blow ourselves up — literally — if we wait for every tool that works to be validated by science before we use it. We should use it because it works. That is the apropos rule for dealing with runaway culture. Use what works — what is a win for all concerned.

David was in Flow for much of his Keynote at the ARF. But he didn’t mention the state. He gets it about the tools, but did not present an integrated theory — I’m guessing he would modestly say that the scientists from whom he draws his ideas are the ones to look for if we want theory — practical tools is where a writer might feel compelled to stop.

In my case, since I see myself as a scientist (in my approach to research), I have no hesitation to offer whole-cloth theories. My theory of Holosentience encapsulates the tools David presented — and those presented in my book FREEING CREATIVE EFFECTIVENESS — within an explanation of how and why we move between states of consciousness — EOP, the Observer State (David’s “Equipoise”), and the Flow State.

By Holosentience I mean that in Flow State we are inhabiting our entire sentience at once — we are totally aware, open to information from unconscious (subconscious) sources — we are in a “Moment of Transcendence”. In the Observer State we have detached from conditioned mental/emotional circuitry that functions autonomically. In EOP we are dominated by the latter robotic circuitry. When distracted by Acceleritis, EOP is the probable result.

That robotic circuitry has been known classically as the ego. It is a subsentience that takes over, and as Dan Goleman and Richie Davidson say, “Hijacks the mind”.

When you are “in” your subsentience you think that’s all there is. You are the whole you that you always are. That’s what you assume. But there is another more noble and elevated part of you that you are oblivious to.

Neuroscience linkages to the three brain states hypothesized by my theory are presented in a previous posting, The Three States of Waking Consciousness, with guidance from Dr. Richard Silberstein, CEO of Neuro-Insight.

In some but maybe not all upcoming postings I’ll continue to bounce my ideas off those of David Brooks. It will be illuminating fun for all, I hope, including me. And maybe David is reading and getting some kicks too.

Best to all,

Bill