The Chemistry of Stress

When people are under stress, surges in the stress hormones adrenaline and cortisol strongly affect their reasoning and cognition. At low levels, cortisol facilitates thinking and other mental functions, so well-timed pressure to perform and targeted critiques of subordinates certainly have their place.

When a leader’s demands become too great for a subordinate to handle, however, soaring cortisol levels and and added hard kick of adrenaline can paralyze the mind’s critical abilities. Attention fixates on the threat from the boss rather than the work at hand; memory, planning and creativity og out the window. People fall back on old habits, no matter how unsuitable those are for addressing new challenges.

Poorly delivered criticism and displays of anger by leaders are common triggers of hormonal surges. In fact, when laboratory scientists want to study the highest levels of stress hormones, they simulate a job interview in which an applicant receives intense face-to-face criticism – an analogue of a boss’s tearing apart a subordinate’s performance. Researchers likewise find that when someone who is very important to a person expresses contempt or disgust towards them, their stress circuitry triggers an explosion of stress hormones and a spike in heart rate by 30 or 40 beats per minute. Then, because of the interpersonal dynamic of mirror neurons and oscillators, the tension spreads to other people. Before you know it, the destructive emotions have infected an entire group and inhibited its performance.

Leaders are themselves not immune to the contagion of stress. All the more reason that they should take the time to understand the biology of their emotions.

The full article is “Social Intelligence and the Biology of Leadership” by Daniel Goleman and Richard Boyatzis. It is worth a read.

The Creative Brain On Exercise

For artists, entrepreneurs, and any other driven creators, exercise is a powerful tool in the quest to help transform the persistent uncertainty, fear, and anxiety that accompanies the quest to create from a source of suffering into something less toxic, then potentially even into fuel.

For more than thirty years, Haruki Murakami has dazzled the world with his beautifully crafted words, most often in the form of novels and short stories. But his book What I Talk About When I Talk About Running (2008) opens a rare window into his life and process, revealing an obsession with running and how it fuels his creative process.

An excerpt from a 2004 interview with Murakami in The Paris Review brings home the connection between physical strength and creating extraordinary work:

When I'm in writing mode for a novel, I get up at 4:00 a.m. and work for five to six hours. In the afternoon, I run for ten kilometers or swim for fifteen hundred meters (or do both), then I read a bit, and listen to some music. I go to bed at 9:00 p.m. I keep to this routine every day without variation. The repetition itself becomes the important thing; it's a form of mesmerism. I mesmerize myself to reach a deeper state of mind. But to hold to such repetition for so long--six months to a year--requires a good amount of mental and physical strength. In that sense, writing a long novel is like survival training. Physical strength is as necessary as artistic sensitivity.

Murakami is guided by what the great scholars, writers, thinkers, and creators of ancient Greece knew yet so many modern-day creators have abandoned.

The physical state of our bodies can either serve or subvert the quest to create genius. We all know this intuitively. But with rare exceptions, because life seems to value output over the humanity of the process and the ability to sustain genius, attention to health, fitness, and exercise almost always take a back seat.That's tragic. Choosing art over health rather than art fueled by health kills you faster; it also makes the process so much more miserable and leads to poorer, slower, less innovative, and shallower creative output.

As Dr. John Ratey noted in his seminal work Spark: The Revolutionary New Science of Exercise and the Brain (2008), exercise isn't just about physical health and appearance. It also has a profound effect on your brain chemistry, physiology, and neuroplasticity (the ability of the brain to literally rewire itself). It affects not only your ability to think, create, and solve, but your mood and ability to lean into uncertainty, risk, judgment, and anxiety in a substantial, measurable way, even though until very recently it's been consistently cast out as the therapeutic bastard child in lists of commonly accepted treatments for anxiety and depression.

In 2004 the esteemed New England Journal of Medicine (NEJM) published a review of treatments for generalized anxiety disorder that noted thirteen pharmaceuticals, each with a laundry list of side effects, but nothing about exercise. In response, NEJM published a letter by renowned cardiologists Richard Milani and Carl Lavie, who had written more than seventy papers on the effect of exercise on the heart, eleven of them focused on anxiety. That letter criticizes the original article for omitting exercise, which, the writers note, "has been shown to lead to reductions of more than 50 percent in the prevalence of the symptoms of anxiety. This supports exercise training as an additional method to reduce chronic anxiety."

Ratey details many data points on the connection between exercise and mind-set; among them the following:

• A 2004 study led by Joshua Broman-Fulks of the University of Southern Mississippi that showed students who walked at 50 percent of their maximum heart rates or ran on treadmills at 60 to 90 percent of their maximum heart rates reduced their sensitivity to anxiety, and that though rigorous exercise worked better. "Only the high intensity group felt less afraid of the physical symptoms of anxiety, and the distinction started to show up after just the second exercise session."
• A 2006 Dutch study of 19,288 twins and their families that demonstrated that those who exercised were "less anxious, less depressed, less neurotic, and also more socially outgoing."
• A 1999 Finnish study of 3,403 people that revealed that those who exercised two to three times a week "experience significantly less depression, anger, stress, and 'cynical distrust.'"

Ratey points to a number of proven chemical pathways, along with the brain's neuroplastic abilities, as the basis for these changes, arguing that exercise changes the expression of fear and anxiety, as well as the way the brain processes them from the inside out.

Studies now prove that aerobic exercise both increases the size of the prefrontal cortex and facilitates interaction between it and the amygdala. This is vitally important to creators because the prefrontal cortex, as we discussed earlier, is the part of the brain that helps tamp down the amygdala's fear and anxiety signals.

For artists, entrepreneurs, and any other driven creators, exercise is a powerful tool in the quest to help transform the persistent uncertainty, fear, and anxiety that accompanies the quest to create from a source of suffering into something less toxic, then potentially even into fuel.

This is not to suggest that anyone suffering from a generalized or trait (that is, long-term) anxiety disorder avoid professional help and self-treat with exercise alone. People who suffer from anxiety should not hesitate to seek out the guidance of a qualified mental health-care professional. The point is to apply the lessons from a growing body of research on the therapeutic effect of exercise on anxiety, mood, and fear to the often sustained low-level anxiety that rides organically along with the uncertainty of creation. Anyone involved in a creative endeavor should tap exercise as a potent elixir to help transform the uncomfortable sensation of anxiety from a source of pain and paralysis into something not only manageable but harnessable.

Exercise, it turns out, especially at higher levels of intensity, is an incredibly potent tool in the quest to train in the arts of the fear alchemist.

Still, a large number of artists and entrepreneurs resist exercise as a key element in their ability to do what they most want to do--make cool stuff that speaks to a lot of people. In the case of artists, I often wonder if that resistance is born of a cultural chasm that many artists grew up with, where jocks were jocks, artists were artists, hackers were hackers, and never the twain would meet. For more sedentary solo creators, historical assumptions about who exercises and who doesn't can impose some very real limits on a behavior that would be very beneficial on so many levels. On the entrepreneur side, the excuse I've heard (and used myself) over and over is "I'm launching a damn company and my hair's on fire. I don't have time to work out." The sad truth is that if we make the time to exercise, it makes us so much more productive and leads to such improved creativity, cognitive function, and mood that the time we need for doing it will open up and then some--making us so much happier and better at the art of creation, to boot.

Excerpted from Uncertainty by Jonathan Fields by arrangement with Portfolio Penguin, a member of Penguin Group (USA), Inc., Copyright (c) 2011 by Jonathan Fields.

What Happened To Downtime? The Extinction Of Deep Thinking And Sacred Space

A great article from FASTCOMPANY about protecting are thinking and reflecting space.  I think we could all do with a little more of it in our lives.

Interruption-free space is sacred. Yet, in the digital era we live in, we are losing hold of the few sacred spaces that remain untouched by email, the Internet, people, and other forms of distraction. Our cars now have mobile phone integration and a thousand satellite radio stations. When walking from one place to another, we have our devices streaming data from dozens of sources. Even at our bedside, we now have our iPads with heaps of digital apps and the world's information at our fingertips.

There has been much discussion about the value of the "creative pause"--a state described as "the shift from being fully engaged in a creative activity to being passively engaged, or the shift to being disengaged altogether." This phenomenon is the seed of the break-through "a-ha!" moments that people so frequently report having in the shower. In these moments, you are completely isolated, and your mind is able to wander and churn big questions without interruption.
However, despite the incredible power and potential of sacred spaces, they are quickly becoming extinct. We are depriving ourselves of every opportunity for disconnection. And our imaginations suffer the consequences.

Why do we crave distraction over downtime?


Why do we give up our sacred space so easily? Because space is scary. During these temporary voids of distraction, our minds return to the uncertainty and fears that plague all of us. To escape this chasm of self-doubt and unanswered questions, you tune into all of the activity and data for reassurance.
But this desperate need for constant connection and stimulation is not a modern problem. I would argue that we have always sought a state of constant connection from the dawn of time, it's just never been possible until now.

The need to be connected is, in fact, very basic in Maslow's hierarchy of needs, the psychological theory that explains the largest and most fundamental human desires. Our need for a sense of belonging comes right after physical safety. We thrive on friendship, family, and the constant affirmation of our existence and relevance. Our self-esteem is largely a product of our interactions with others.

It is now possible to always feel loved and cared for, thanks to the efficiency of our "comment walls" on Facebook and seamless connection with everyone we've ever known. Your confidence and self-esteem can quickly be reassured by checking your number of "followers" on Twitter or the number of "likes" garnered by your photographs and blog posts. The traction you are getting in your projects, or with your business, can now be measured and reported in real time.

Our insatiable need to tune into information--at the expense of savoring our downtime--is a form of "work" (something I call "insecurity work") that we do to reassure ourselves.

So what's the solution? How do we reclaim our sacred spaces?
 
Soon enough, planes, trains, subways, and, yes, showers will offer the option of staying connected. Knowing that we cannot rely on spaces that force us to unplug to survive much longer, we must be proactive in creating these spaces for ourselves. And when we have a precious opportunity to NOT be connected, we should develop the capacity to use it and protect it.

Find this article at this link.  http://www.fastcompany.com/1700298/what-happened-to-downtime-the-extinction-of-deep-thinking-and-sacred-space

Getting primær to follow safety standards.

The Problem:

I am trying to encourage employees to work safely, but often meet with resistance and feel like people only behave when the safety guys are around. How can I create long-term change and encourage employees to take responsibility for creating a safe work environment?

The Solution:

Thanks for asking this important question. At first, it seems strange that people would resist following safe work practices. After all, none of us wants to be injured at work. Yet the problem you describe is very common—in part because many of us already feel safe at work.

Our workplaces are far safer than they used to be. In the U.S., time lost due to injuries has dropped by more than 50 percent since 1991. This means many of the most obvious sources of danger have been addressed and resolved. Now we are focusing on less obvious dangers and more stubborn behaviors.

Another complication is that many of the most dangerous behaviors are ones we are guilty of in our personal lives as well as at work. We accept the risks at home and we think we should be able to take the same risks at work. For example, many of the most fatal workplace accidents involve bad driving behaviors—we fail to buckle up, we speed, we drive carelessly, and we back into things. Another huge source of injuries involves bad ladder behaviors—we fail to use a ladder when we should, we don't tie off our ladder, or we carry tools in our hands as we climb the ladder. How many of us ignore these risks when we're not at work? So, it's a challenge to get us to take these risks seriously when we're on the job.

I'll use our Influencer model to suggest a few steps you can take to create a safer working environment.

1. Focus on a few crucial moments. My guess is that most of your people follow most of the safety practices most of the time. This means your safety problem boils down to a few perfect storms—crucial moments when some of your people fail to follow some of the safety practices. Get your team involved by having them identify the handful of crucial moments that are most dangerous in their work environment. Our research study Silent Danger identified five crucial moments that we often use to justify skipping safety practices:

• Get It Done. Justifying unsafe practices due to tight timelines.
• Undiscussable Incompetence. Unsafe practices that stem from skill deficits that people don't feel able to discuss.
• Just this Once. Justifying unsafe practices as exceptions to the rule.
• This Is Overboard. Justifying unsafe practices because the precautions seem excessive.
• Are You a Team Player? Unsafe practices that people justify by saying they are for the good of the team, company, or customer.

2. Identify the vital behaviors in these crucial moments. The vital behaviors are the few actions that will keep people safe during the crucial moments they've identified. For example, suppose one of the crucial moments your team has identified is, "When it's our fault that we're behind schedule, we do whatever it takes to make up our lost time. And a typical shortcut is failing to use ladders when we should."

The vital behaviors are: a.) Watch out for this crucial moment and warn others when you think you are at risk; b.) Be especially careful to avoid dangerous and tempting shortcuts when you're in this crucial moment; and c.) Confront those you see taking a dangerous shortcut.

3. Build personal motivation. Your question revealed that people aren't taking personal responsibility for their safety behaviors. They know what they should do but they aren't doing it. This sounds like a motivation problem.

The typical mistake we make in motivating is to rely on verbal persuasion: data dumps, lectures, sermons, and rants. These are the least effective ways to motivate people.

The most effective way is personal experience. For example, we found that nurses who suffered a hospital-acquired infection were much more likely to remind their peers to wash their hands. Their experience turned hand hygiene into a moral passion.

But people don't need to be injured to become motivated. Personal experience isn't required. Our nurses were just as motivated if they'd had a family member or close friend who suffered an infection. Vicarious experience can be just as powerful.

4. Build Social Motivation. Another of your concerns is that people see you as the enforcer. There should be social motivation, but reminders should come from their peers as well as supervisors.

Often, it is important to involve senior managers and leaders and show them what they can do during crucial moments. For example, during a crisis when everybody is rushing and tempted to take shortcuts, it is very helpful for the manager who is over the entire crisis to remind people that they still need to take every safety precaution. These timely warnings from senior leaders counter the cynical expectations many employees have about their organization's commitment to safety.

Obviously, these are just a few ideas to add to the mix. You'll want to consider actions in each of the six sources of influence. Remember, leaders who combine four or more of these sources are ten times more successful at achieving their desired results.

David Maxwell

- On the road with my iPhone

Dealing with a Braggart

The Problem:

My coworker continuously boasts and brags about almost every aspect of her life. When anyone from our team discusses their successes or their life, she has to outdo them and frequently talks over people in order to be heard. I have tried to deal with her bragging but I think we are officially on the path to a difficult conversation. I do not want to damage the relationship or cause tension in our department but it has become so excessive that I have even contemplated finding a new job! Do you have any advice?

The Solution:

You are facing an interesting challenge—one I've seen or heard about many times. The most memorable comment came from an old high school buddy who, when we were about 40, made this comment about another person we knew: "When I toss pebbles in a puddle, he throws boulders in the ocean!" When my buddy made this comment, he sounded as frustrated and angry and perplexed as you do. Certainly, this is one of those conversations that is difficult and challenging to hold.

I once had a professor who had been entrapped by the same behavior as your coworker and who had overcome that particular challenge—with some help from his wife. My professor had a PhD, and he taught at the Air Force Academy and other universities. He was a full bird colonel and during his military career as a pilot, he traveled all over the world. At lunches, wine-and-cheese parties, and backyard barbecues, he would get entrapped. Someone who just returned from a cruise to the Baltic would mention a lovely dinner they had in Oslo, and the colonel would say, "Oh and isn't the museum that's next door to that restaurant lovely." Another person would say, "I just got back from Rio and was on the greatest beach I've ever seen." And the colonel would say, "It is grand, but I prefer the one about a mile south of that." He had a comment to one-up just about everyone at the party.

The colonel didn't see the problem until his wife said, "I don't think you notice that you come across as bragging when you top everyone's stories. Just because you've been all over the world, doesn't mean you have to diminish what others have seen or done." Then she added that old adage, "You have one mouth and two ears. You need to listen more and talk less." He got the message. He changed. He found that if he asked the storyteller multiple questions, he enjoyed the conversation more. He could remember the places he'd been without topping the storyteller. And he found he could still be the one to take a turn at sharing a story. He had been topping people unintentionally, but his wife's comment helped him see the consequences he hadn't intended. The colonel didn't change all at once. He commented that occasionally his wife tapped him with a stealthy elbow.

How do these examples relate to your challenge? Let me explain.

Get your motives right. What are you trying to accomplish? Are you trying to help or launch a guilt trip? Are you intending to be a coach or a critic? Ask yourself these questions, "What do I really want for her, for me, and for our relationship?" When you can feel in your heart that you are genuinely trying to help, then you are ready to talk.

Make it safe. What allowed the colonel's wife to share her feedback? They had a wonderful and trusting relationship. It was safe for them to talk about annoying behaviors and they had both made corrections based on the other person's assessment of their behavior.

The step above is essential to building safety. If your heart is right and your motive clear, it will be safe to talk. But if you come in with frustration and prejudgment on your face, you will make it unsafe. In order to make it safe, you should also make sure the conversation is private and convenient. You wouldn't want to talk when you or your coworker is feeling stressed or tired.

You can also make it safe by clarifying your motive. We call this contrasting. For example, you might begin with, "I have an observation to share. I don't want to come across as a critic. I do want to share an issue that will help our relationship and improve camaraderie within our team. I'm trying to be a friend." When you have the right motive, you will find the right words to clarify what you don't intend and rather, what you do intend.

Start with a specific observation and a question—not conclusions and emotions. Let's explore the options. You could keep silent—the consequence being that you'd find a different job. To me, the stress and suffering of switching jobs far outweighs the costs of speaking up.

You could go in with moral indignation and say, "I can't believe you are so dense that you brag and boast and interrupt people all the time! It's horrible, and I, the other teammates, and most of the people in town, hate it. I've had it!" Also not a good option.

Instead of jumping ship or blowing up, I would say something like this, "Last week at our team lunch, I noticed that when Joyce talked about her camping trip with her kids, you commented that you and your family had taken your RV to Jackson Hole and then you talked about the elk and the art you had seen for several minutes. I noticed that Joyce frowned and shut up. I've seen you do this more than a half dozen times. I think it's hurting the relationships in our team, and I'm not sure you even know you're doing it. It's difficult for me to bring this up, but I am hopeful that we can talk about it as friends. Can we talk about it?"

Prepare for alternate responses. Your coworker has a few options. She can say, "No I haven't really noticed. I certainly want to do better. Could you help me?" Wouldn't that be nice? And often that is what happens. However, there is the potential she will become defensive or emotional. If that happens, describe what you see, "I can see you're upset." And then contrast again. Share what you were not trying to do—offend her—and what you were trying to do—help. At this point, you can decide to end the conversation, or as often happens, your coworker will calm down and you can have a dialogue about the issue and some behaviors your coworker can practice when tempted to boast.

I hope this will help you prepare to talk to your coworker. If I had this problem, I'd hope for a coworker who would make it safe enough for me to hear how I could improve my relationship with my teammates.


- On the road with my iPhone

3 Tips for Surviving Work Travel

Traveling for work is draining. Most people return home feeling depleted from delays, lack of sleep, overeating, and overworking. Try these three things to help you renew when you're on
the road:

Get enough sleep. This is the most important thing you can do. Calculate how much sleep you'll get when you arrive and if it's not enough, make up for it on the plane. Bring a mask and earplugs.

Start your days with exercise. It doesn't need to be extensive. Just 20-30 minutes will improve your mood. But, don't do this at the expense of sleep.

Avoid the minibar. There is nothing good in there. If you really can't resist, ask the hotel to remove it before you check in.

http://web.hbr.org/email/archive/managementtip.php?date=082211



- On the road with my iPhone

Defy the "Always On" Mindset

Study after study shows how important rest is to the human brain. Yet, the world of work seems to get busier and more demanding every day. This means you have to make even more of an effort to disconnect and find the time to relax. Try leaving your phone at home on your next family outing. Make a to-do list on Friday and hide it (physically and mentally) until Monday morning. If this seems like a waste of potentially productive time, remind yourself that moments of quiet are critical. After focusing intently on a project or problem, the brain needs to fully disengage and relax to be creative. Only after a break can you have a breakthrough.
http://web.hbr.org/email/archive/managementtip.php?date=081911

Dealing with Resentment at Work

A great article from CrucialSkills.

The Problem:

In our hospital, we have a person who made a grave mistake during surgery. As the manager's pet, she was not disciplined or reprimanded, but anyone else would have been fired on the spot. The rest of the staff noticed the special treatment given to this individual and are extremely resentful. How do I, as one of those staff members, interact with the offending person without letting my resentment show?

The Solution:

We studied this very problem in our research, Silence Kills, and found that 84 percent of healthcare professionals observe colleagues take dangerous shortcuts when working with patients and yet less than 10 percent speak up about their concerns.

I applaud you for raising your concerns. Nobody wants to work in an atmosphere of resentment that could compromise your paramount concern of patient safety. However, the situation you describe is complicated. There are many parties and probably many perspectives on the same set of facts. Let's begin by examining your concerns.

1. Ask yourself, "What do I really want?" Think about what you want long-term for yourself, the other person, and for your relationship. This is what I learned from your question:

• You want fairness and justice. You think your peer is "the manager's pet," receives "special treatment," and perhaps should have been disciplined, reprimanded, or even fired.
• You want to make sure your team provides patients with the safest, best care possible.
• You want a positive set of relationships so people don't feel resentment toward one another.

2. Master your stories. Each of these concerns is based on a set of facts and/or a series of incidents, including the mistake that happened during surgery. But different staff members, and your manager, may interpret these same facts in different ways. All of you are telling yourselves stories about what these facts mean.

Treat your story as a story, not as a fact. Your story should be your best, most honest interpretation of what the facts mean. But also look out for what we call "clever stories"—interpretations that let you off the hook for feeling resentful and letting your feelings show.

Interrogate your story with two questions: a) "Do I really have all the facts I need to be certain my story is true?" and b) "Is there any other story that could fit this same set of facts?" Let's examine two of the stories you're telling yourself:

Your story about fairness and justice: What are the facts or incidents that combine to make you tell yourself a story about injustice? How confident are you that your story is true? Here are a few questions to consider:

It sounds as if you are holding your peer accountable for not being disciplined. Shouldn't that concern be with your manager more than with your peer?

I wonder whether you and your manager are telling yourselves different stories about the "grave mistake." Your manager may not have witnessed the mistake and that may mean he/she has less information. On the other hand, your manager may have interviewed your colleague as well as others who were there and this information might be both important and confidential.

Your story about patient safety: Any time you have a concern about patient safety you need to deal with it. It's one of those non-negotiables. However, before you have this crucial conversation, examine your story.

It would be easy to tell yourself the story that your manager is putting friendship above patient safety. That would be a very troubling conclusion. But is it true?

In the old days, errors were often blamed on whoever touched the patient last. Every error was considered "operator error." Then the pendulum swung toward "system error." Errors and near misses were seen as caused by faulty processes and procedures rather than individuals. Of course, sensible people demand both capable systems and capable individuals. Neither is sufficient by itself. Do you see how this interplay complicates the stories you and your manager tell about the very same incident?

I don't have enough information to know whose story is closer to the truth. But I think there is a lot of room for people who value fairness, justice, and patient safety to disagree. Have this conversation with your manager, but don't assume he or she has bad intentions.

3. Start with the facts, then tentatively share your story. Take the time to prepare for this conversation. Try writing it out as a script and then review it to make sure you:

• Avoid accusations or any "hot" words or phrases.
• Begin with your good intentions—what it is you really want. Explain that this conversation is about patient safety. That is your mutual purpose.
• Start with the facts. These facts include the incidents you are fairly sure you and your manager will agree on. This is your common ground.
• Tentatively tell your story. Draw the pattern these facts are forming for you. But remember, your manager may see the facts—and almost certainly sees the pattern—differently than you do. Be careful to be respectful of your manager's story.
• Stop so that your manager can share his or her perspective. Understand that some of the facts your manager has are likely to be confidential.

I also encourage you to review our latest study, The Silent Treatment, at www.silenttreatmentstudy.com or register for The Silent Treatment learning series to learn how to solve critical communication breakdowns and avoid dangerous mistakes in the hospital.

90% OF ALL HEALTH BOOKS SAY THE SAME THING

Roughly 90% of Self Help books contain the same advice repeated over and over. Don't believe me? Stop by your local bookstore sometime and read the Table of Contents of a dozen or so Self Help books. The advice may be worded differently or geared toward a specific target audience (eg. men, women, various enthnic and social groups), but the underlying message is pretty much always the same. Here's a list of that advice:

1. CREATE YOUR OWN LIFE You are not a victim. You are 100% responsible for the life you have right now. If you are unhappy, you have the power to change your attitude and actions to begin making your life better. Always remember, whether you think life sucks or you think life is great, either way, you're right.

2. MAKE YOURSELF FEEL THE WAY YOU FEEL... Ever notice how some people are able to brush off insults, while others get furious and start throwing punches? Realize that nobody can "make" you feel anything. You are the one that "chooses" to feel good or bad about a particular event or action that occurs.

3. FAKE IT UNTIL YOU MAKE IT If you want to be more confident, happy, or positive, then "pretend" that you already are this way. Eventually, after practicing this long enough, you'll realize that you're no longer "pretending".

4. FOLLOW YOUR PURPOSE A purpose is what you enjoy doing that you never get tired of and you will do for the rest of your life. Is your purpose to write screenplays? Is it to help sick people? Write down on index cards a list of purposes and choose the one that speaks to you the most.

5. SET GOAL AND SCHEDULE YOUR DAY List out 5 to 10 goals that you want for your life. Break each goal up into smaller sub-goals and then break those sub-goals into individual tasks and action steps. Every night, plan the next day in advance. Create a daily "to-do list" with those tasks that you need to do to accomplish your goal.

6. LIVE IN THE PRESENT Regret and shame come from dwelling in the past. Worrying and anxiety come from living in the future. True peace of mind comes from living in the present. The more you become aware of being in the present, the more it becomes a part of your daily life.

7. THE POWER OF ATTRACTION The power of attraction is a powerful mental tool. The process works by focusing on something that you want while visualizing that you already have it. You then have a heightened level of awareness for recognizing opportunities that occur around you. These opportunities will then assist in bringing what you want into your physical reality.

8. EXPAND YOUR COMFORT ZONE Your comfort zone (what you feel comfortable doing) is always in a state of either expanding or contracting. The more you get out in the world and do what you feel uncomfortable doing, the less inhibited you become, thereby allowing you to live a richer and fuller life.

9. BE THANKFUL FOR WHAT YOU HAVE Every morning before you start your day, give thanks and appreciation for what you have. It's only when we are thankful for what we have that life gives us more blessings and abundance to be thankful for.

10. THE POWER OF ASKING... Don't be afraid to ask for what you want. The squeaky wheel gets the grease. It's the reason that children ask their parents for the same thing over and over again, because they know mom and dad will eventually cave in. The same concept works in the real world. If there is something in the world you want, ask for it...or at least ask how to get it.

11. LEARN FROM THE PROS AND COPY THEM Find the successful people in your field and ask them for advice. Ask them what they do to be successful, take notes, and then copy them. A lot of people think that the pros don't want to share. The opposite is actually true. Most successful people are more that willing to share their knowledge if you ask them.

12. IGNORE THE TROLLS Trolls are people that will try to discourage you from your dreams. Don't listen to them. Realize that the only reason they are doing it is because by seeing you chase after your dreams, it's reminding them that they aren't chasing theirs. Misery loves company.  www.chopcow.com

Imposing Consequences

The Problem:

My in-laws live six hours away, but frequently visit and stay at my home. They have a wonderful relationship with my three young children, but I'm worried because they bring their dog, and in the last year, the dog has started nipping at my kids. Although my husband and I told them in no uncertain terms that the dog is not to be near the children, we found out that my father-in-law sneaks the dog out when we're not looking. This rule was ignored and the dog recently bit the hand of my oldest child and drew blood.

We recently visited family, and because the dog was around multiple children, I told the mothers that the dog bites and everyone was beyond angry that my father-in-law kept letting the dog out. He knows how we feel, yet refuses to put the safety of his own grandchildren over the coddling of his dog! It has created an extremely tense environment and is affecting our relationships. We have tried asking nicely, stating directly, and are on the verge of an ultimatum. What should we do now?

The Solution:

In a situation where we are weighing Dad's convenience and preference against the safety of children, it's time for a crucial confrontation. You said you tried "asking nicely" and "stating directly" but your father-in-law continues to sneak the dog out when you are not looking. Your father-in-law is likely seeing this conflict in terms of his "sweet little dog that wouldn't hurt a fly" and is "practically a member of the family" against some "nervous Nelly" moms who are over-protective. He thinks his little allowance in letting the dog out to play with the kids is a minor infraction that doesn't matter all that much.

He is obviously discounting your collective wishes and ignoring your fears; he is minimizing the importance of your concerns. The way you motivate others to give your concerns more weight is by helping them understand the consequences that could result from a given course of action. Natural consequences are those that will naturally result without any imposition on your part. In this case, even a misplaced nip from a small dog could result in blindness to a child or life-long scarring.

Imposed consequences are consequences you enforce if others do not comply with your requests. Such a consequence is that you will call animal control. However, I don't recommend using this consequence. It's best to talk about natural consequences first.

Talking through the consequences should motivate Dad to consider your concerns. If you don't get compliance with natural consequences, then carefully consider whether to move to imposed consequences. Damaging the relationship is a real possibility. However, when dealing with danger to your children, Dad's compliance with your standards may be more important to you than sparing his feelings.

I will assume you shared consequences in your earlier conversations. If Dad still misbehaves, what do you do next?

Verbal persuasion has failed to change Dad's behavior; the children's safety is paramount. It's time to impose consequences. Be respectful! Emphasize that you want to continue the relationship with Dad but not the dog. Begin by factually reviewing how you arrived at this point. Try something like this:

"Dad, we've talked to you several times about our concerns with having your dog around your grandchildren. Yet the dog continues to get out, and last time you visited, he bit Jeremy's hand. Dad, we want you to visit. Your visits with us and our visits to your place are very important to us, but to make them work we have to arrange for the dog to go to a kennel or find a dog sitter. We can help arrange one here or you can find one near your home, but we will not let the dog come to our home or visit your home if the dog is there."

Use contrasting to prevent misunderstandings. "We don't want you to shorten your visits or make them less frequent. We love you and your visits. We do want you to make other arrangements so the dog is not present during our visit."

Listen to your father-in-law's feelings and concerns, then brainstorm workable solutions. Don't jeopardize your children's safety with an unrealistic compromise.

Now, follow through. Be prepared to pack up if the dog is there when you arrive at Dad's. Be prepared to not let the dog in your house if he accompanies Dad on a visit. Reaffirm your love for Dad and your resolve to protect your children, even if the cost is Dad's hurt feelings.

- On the road with my iPhone

Confronting Workplace Sarcasm

The Problem:

I work in a large international company and lead a team of eight experienced human resource managers. Several of the managers use irony and humor to downplay their colleagues, and I strongly feel that this creates a bad atmosphere because most of the colleagues do not appreciate this way of talking. Should I confront the issue with the entire group or should I deal with the misbehaving colleagues individually?

The Solution:

This is an interesting challenge because it deals with the use of humor at its worst—humor used as a tool for taking shots at people, but done in a way that maintains plausible deniability.

"Hey, I was just kidding, can't you take a joke?"

I know a fair amount about this particular tactic because it was a huge part of my influence repertoire during, say, the first thirty years of my life. I—like most of my close friends—developed keen skills in the use of sarcasm and irony. It was a huge part of my identity. Then, one day, after my wife stumbled awkwardly and I
retorted, "Smooth move, did you enjoy the trip?" she responded: "You know what? If you never again use sarcasm—until the day I die—that would be just fine with me. I don't like it, the kids don't like it, and there's no place for it in our home."

"Hey! Who died and left you in charge?" I shouted boldly and firmly within the confines of my mind as a way of testing out my response before actually putting my foot in my mouth. Then I thought better and whined: "But I really like being sarcastic."

As the conversation unfolded, I learned that it's actually quite difficult to defend your right to take cheap shots, dole out insults, and cut people down—all in the name of humor. Trust me. You never want to be the defense attorney when sarcasm goes to court. So, maybe I needed to reconsider my stance. Perhaps, getting a laugh at the expense of a coworker, colleague, friend, or loved one isn't nearly as endearing as I had once thought it was. And so, I said goodbye to that part of me and my wife has been ever grateful.

Now, to your question as to whether you should bring up the problem individually or in a group. It's tempting to say something to the entire team. That way you don't have to accuse anyone directly, plus it's efficient. One conversation replaces five or six. But then again, you take several risks when you hold a team problem-solving discussion.

First, as you talk with a group, one or more of the people who abuse humor might conclude that you aren't talking to them. They, after all, are actually quite funny and their cute remarks are loved and appreciated by all. Or so they think.

Second, those who don't fall into the trap of abusing humor won't like being thrown into the pot with the actual offenders. Nobody likes being accused of a crime they haven't committed.

Third, it's hard to anchor your discussion in facts by pointing to the last instance of abusive humor when you're talking in general terms. When it comes to discussing problems in an effective way, you need to point to actual instances, preferably on the heels of the occurrence, so the person understands the exact nature of the offense.

It will take longer, but you need to talk to the offenders one-on-one.

Assume the best of others. Perhaps others do think they're only having fun and they're unaware that their use of humor can be hurtful. Respectfully and unemotionally describe the last instance, focusing on specific behaviors.

Ask if others see the problem differently. If others seem unmoved to drop their use of sarcasm and irony, explain the consequences of their actions in detail. Talk about how it has affected you. Suggest an alternative means of dealing with the issues.

Discuss the pros and cons. Jointly discuss the benefits of honestly and openly addressing problems rather than approaching them obliquely and possibly at the expense of others.

Thank others for their efforts. End by thanking them for the frank conversation and express your appreciation for their willingness to drop harsh humor from their repertoire.

You are right to confront this damaging behavior immediately, especially because a few managers are creating a bad atmosphere for the rest of your team. As you talk to each employee individually, don't let him or her use the excuse I mentioned above—"Hey, I was just kidding, can't you take a joke?" Make sure each employee is aware of the damage he or she is doing to morale, productivity, and results. Establish a zero tolerance policy and encourage employees to hold others accountable when they violate that policy.

- On the road with my iPhone

Holding Your Ground

The Problem:

I have been with my company for five years and consistently receive "exceeds expectations" ratings on my performance reviews. I recently found out that a newly hired business partner is planning to take over my office. There are a handful of open offices in our area that he could take without interrupting another employee, and this individual will not be in the office on a daily basis. I have worked very hard to get where I am and do not feel it's right for a new employee to make me move.

I get upset every time I think about this situation because I do not want to get pushed around, but I fear I will become emotional and rude if I speak up. I feel completely insulted that someone would think their title allows them to kick another employee out of their office. Can you give me some advice on how to approach the situation calmly, yet effectively?

The Solution:

I can tell you're frustrated because you feel like your options are limited. You can bite your lip and take it, and then move and lose. Or, you can speak up, blow up, and then move and lose. As I try to explore these and other options, I acknowledge that I don't know all the facts, so I'm basing my advice on my experience with similar issues.

My approach to addressing this challenge is rooted in a poem that comes from Mathematics Theory. I know that sounds like an oxymoron, but the poem has a great point:

"What one does is only one of many things one might have done;
to appreciate the thing selected one must know the things rejected."

Realizing I could have the facts wrong—and hoping you'll forgive me if I do—I think there are a couple of good lessons we can learn from exploring your situation from several perspectives.

Action: You don't speak up. If you're like most people, you can't keep your emotions "If you don't talk it out, you'll act it out." So you sprinkle a negative comment here or there when talking with your friends and that leaks out as gossip. You find yourself frowning at and avoiding the new business partner. Probable outcome: you move and your reputation is hurt because of the gossip and your bad attitude.

Action: You speak up with emotion. Forget about the namby-pamby courteous stuff. This is about what's right and what's just. You storm into your boss' office and tell him or her all the good reasons you should stay and make the case that the new person should take a different office—all in one breath, no pauses, with fervor. If you take this approach, there are several possible outcomes:

1. Your boss listens and says, "Oh, I thought you knew the new partner has a son with disabilities in the facility across the parking lot. I thought it would be nice if he could see him when his son had recess or outings." Probable outcome: You move, your reputation is a bit tarnished, and you feel guilty. You have a new problem, this time with your boss.

2. Your boss listens and says, "Are you finished? Look, I didn't want to do it, but corporate policy requires that a business partner must have a window that is over sixty square feet in size. Yours is the only office that qualifies. What can I tell you? It's policy." (By the way, this policy is real in some organizations—you can't make up stuff like this.) At least now you know what the real problem is and you can tackle the real issue if you choose to do so. Probable outcome: You move, you feel frustrated about red tape and bureaucracy, and your reputation is likely a bit tarnished. When people blow up only a little, other people start looking for this behavior a lot.

3. The boss says, "Whoa, don't badmouth the new business partner; he doesn't even know I'm moving him to your office. I made the decision; and it's final. Now quit your whining." Probable outcome: You move and it's pretty clear what your boss thinks and you have another challenge to deal with—relationship and trust issues with your boss.

While some of these outcomes might occur no matter how skilled your approach, I know with 100 percent certainty that you'll feel better about yourself and you'll make it safe to have future tough conversations if you start this one in a positive way. This leads me to your third possible action.

Action: You speak up with candor and courtesy. You look at this situation, ask the humanizing question—"Why would a reasonable, rational, decent person do this?"—overcome your fears, practice in private with a friend, then set an appointment with your boss and explain the situation.

It could sound something like this: "Jan, I read your e-mail saying the new business partner is moving into my office and I am moving to office 2C. I'm wondering how that decision was made and if it's final. I think there are several reasons for me to stay in that office and have the new business partner take a different office. Can we talk?"

Your boss responds: "Oh, I didn't know it was an issue. If you like, stay where you are."

For an instant, you hesitate. You have eleven good reasons you should stay put and she's not asking for them, but you swallow all of them and say thanks. You realize you assumed you knew the reasons for the office change—this caused you to get upset and potentially rude. However, you prepared and practiced, spoke up, and found that there wasn't really a reason. Probable outcome: you stay in your office and you maintain your reputation.

Of course, there are other variations of these three actions—don't speak up, speak up with emotion, speak up with candor and courtesy—but this is the point I want to reinforce: when facing a crucial conversation, we have three options:

1. We can avoid the issue, but our feelings generally leak out as gossip and we don't get the results we want.

2. We can attack and unleash pent-up frustration and demands, but even if we get what we want in the short term, our actions almost always tarnish our reputation.

3. We can address the issue with candor and courtesy and fill the pool of shared meaning with information from all sides of the issue. When we engage in dialogue, we are likely to get the best result—even if it isn't always the one we wanted—and we are likely to maintain our good reputation and strong relationships.

I hope my advice will help you hold the right conversation to achieve the right result.

Yawn - It's one of the best things you can do for your brain.

Go ahead: Laugh if you want (though you’ll benefit your brain more if you smile), but in my professional opinion, yawning is one of the best-kept secrets in neuroscience. Even my colleagues who are researching meditation, relaxation, and stress reduction at other universities have overlooked this powerful neural-enhancing tool. However, yawning has been used for many decades in voice therapy as an effective means for reducing performance anxiety and hypertension in the throat.

Several recent brain-scan studies have shown that yawning evokes a unique neural activity in the areas of the brain that are directly involved in generating social awareness and creating feelings of empathy. One of those areas is the precuneus, a tiny structure hidden within the folds of the parietal lobe. According to researchers at the Institute of Neurology in London, the precuneus appears to play a central role in consciousness, self-reflection, and memory retrieval. The precuneus is also stimulated by yogic breathing, which helps explain why different forms of meditation contribute to an increased sense of self-awareness. It is also one of the areas hardest hit by age-related diseases and attention deficit problems, so it’s possible that deliberate yawning may actually strengthen this important part of the brain.

For these reasons I believe that yawning should be integrated into exercise and stress reduction programs, cognitive and memory enhancement training, psychotherapy, and contemplative spiritual practice. And, because the precuneus has recently been associated with the mirror-neuron system in the brain (which allows us to resonate to the feelings and behaviors of others), yawning may even help us to enhance social awareness, compassion, and effective communication with others.

Why am I so insistent? Because if I were to ask you to put this magazine down right now and yawn 10 times to experience this fabulous technique, you probably won’t do it. Even at seminars, after presenting the overwhelmingly positive evidence, when I ask people to yawn, half of the audience will hesitate. I have to coax them so they can feel the immediate relaxing effects. There’s an unexplained stigma in our society implying that it’s rude to yawn, and most of us were taught this when we were young.

As a young medical student, I was once “caught” yawning and actually scolded by my professor. He said that it was inappropriate to appear tired in front of patients, even though I was actually standing in a hallway outside of the patient’s room. Indeed, yawning does increase when you’re tired, and it may be the brain’s way of gently telling you that a little rejuvenating sleep is needed. On the other hand, exposure to light will also make you yawn, suggesting that it is part of the process of waking up.

But yawning doesn’t just relax you—it quickly brings you into a heightened state of cognitive awareness. Students yawn in class, not because the teacher is boring (although that will make you yawn as well, as you try to stay focused on the monotonous speech), but because it rids the brain of sleepiness, thus helping you stay focused on important concepts and ideas. It regulates consciousness and our sense of self, and helps us become more introspective and self-aware. Of course, if you happen to find yourself trapped in a room with a dull, boring, monotonous teacher, yawning will help keep you awake.

Yawning will relax you and bring you into a state of alertness faster than any other meditation technique I know of, and because it is neurologically contagious, it’s particularly easy to teach in a group setting. One of my former students used yawning to bring her argumentative board of directors back to order in less than 60 seconds. Why? Because it helps people synchronize their behavior with others.

Yawning, as a mechanism for alertness, begins within the first 20 weeks after conception. It helps regulate the circadian rhythms of newborns, and this adds to the evidence that yawning is involved in the regulation of wakefulness and sleep. Since circadian rhythms become asynchronous when a person’s normal sleep cycle is disturbed, yawning should help the late-night partygoer reset the brain’s internal clock. Yawning may also ward off the effects of jet lag and ease the discomfort caused by high altitudes.

So what is the underlying mechanism that makes yawning such an essential tool? Besides activating the precuneus, it regulates the temperature and metabolism of your brain. It takes a lot of neural energy to stay consciously alert, and as you work your way up the evolutionary ladder, brains become less energy efficient. Yawning probably evolved as a way to cool down the overly active mammalian brain, especially in the areas of the frontal lobe. Some have even argued that it is a primitive form of empathy. Most vertebrates yawn, but it is only contagious among humans, great apes, macaque monkeys, and chimpanzees. In fact, it’s so contagious for humans that even reading about it will cause a person to yawn.

Dogs yawn before attacking, Olympic athletes yawn before performing, and fish yawn before they change activities. Evidence even exists that yawning helps individuals on military assignment perform their tasks with greater accuracy and ease. Indeed, yawning may be one of the most important mechanisms for regulating the survival-related behaviors in mammals. So if you want to maintain an optimally healthy brain, it is essential that you yawn. It is true that excessive yawning can be a sign that an underlying neurological disorder (such as migraine, multiple sclerosis, stroke, or drug reaction) is occurring. However, I and other researchers suspect that yawning may be the brain’s attempt to eliminate symptoms by readjusting neural functioning.

Numerous neurochemicals are involved in the yawning experience, including dopamine, which activates oxytocin production in your hypothalamus and hippocampus, areas essential for memory recall, voluntary control, and temperature regulation. These neurotransmitters regulate pleasure, sensuality, and relationship bonding between individuals, so if you want to enhance your intimacy and stay together, then yawn together. Other neurochemicals and molecules involved with yawning include acetylcholine, nitric oxide, glutamate, GABA, serotonin, ACTH, MSH, sexual hormones, and opium derivate peptides. In fact, it’s hard to find another activity that positively influences so many functions of the brain.

My advice is simple. Yawn as many times a day as possible: when you wake up, when you’re confronting a difficult problem at work, when you prepare to go to sleep, and whenever you feel anger, anxiety, or stress. Yawn before giving an important talk, yawn before you take a test, and yawn while you meditate or pray because it will intensify your spiritual experience.

Conscious yawning takes a little practice and discipline to get over the unconscious social inhibitions, but people often come up with three other excuses not to yawn: “I don’t feel like it,” “I’m not tired,” and my favorite, “I can’t.” Of course you can. All you have to do to trigger a deep yawn is to fake it six or seven times. Try it right now, and you should discover by the fifth false yawn, a real one will begin to emerge. But don’t stop there, because by the tenth or twelfth yawn, you’ll feel the power of this seductive little trick. Your eyes may start watering and your nose may begin to run, but you’ll also feel utterly present, incredibly relaxed, and highly alert. Not bad for something that takes less than a minute to do. And if you find that you can’t stop yawning—I’ve seen some people yawn for thirty minutes—you’ll know that you’ve been depriving yourself of an important neurological treat.




By Andrew Newburg, Pennstate Gazette

Building Fit Minds Under Stress: Penn Neuroscientists Examine the Protective Effects of Mindfulness Training

PHILADELPHIA –- A University of Pennsylvania-led study in which training was provided to a high-stress U.S. military group preparing for deployment to Iraq has demonstrated a positive link between mindfulness training, or MT, and improvements in mood and working memory. Mindfulness is the ability to be aware and attentive of the present moment without emotional reactivity or volatility.
The study found that the more time participants spent engaging in daily mindfulness exercises the better their mood and working memory, the cognitive term for complex thought, problem solving and cognitive control of emotions. The study also suggests that sufficient MT practice may protect against functional impairments associated with high-stress challenges that require a tremendous amount of cognitive control, self-awareness, situational awareness and emotional regulation.

To study the protective effects of mindfulness training on psychological health in individuals about to experience extreme stress, cognitive neuroscientist Amishi Jha of the Department of Psychology and Center for Cognitive Neuroscience at Penn and Elizabeth A. Stanley of Georgetown University provided mindfulness training for the first time to U.S. Marines before deployment. Jha and her research team investigated working memory capacity and affective experience in individuals participating in a training program developed and delivered by Stanley, a former U.S. Army officer and security-studies professor with extensive experience in mindfulness techniques.

The program, called Mindfulness-based Mind Fitness Training (MMFT™), aims to cultivate greater psychological resilience or “mental armor” by bolstering mindfulness.

The program covered topics of central relevance to the Marines, such as integrating skills to manage stress reactions, increase their resilience to future stressors and improve their unit’s mission effectiveness. Thus, the program blended mindfulness skills training with concrete applications for the operational environment and information and skills about stress, trauma and resilience in the body.
The program emphasized integrating mindfulness exercises, like focused attention on the breath and mindful movement, into pre-deployment training. These mindfulness skills were to regulate symptoms in the body and mind following an experience of extreme stress. The importance of regularly engaging in mindfulness exercises was also emphasized.

“Our findings suggest that, just as daily physical exercise leads to physical fitness, engaging in mindfulness exercises on a regular basis may improve mind-fitness,” Jha said. “Working memory is an important feature of mind-fitness. Not only does it safeguard against distraction and emotional reactivity, but it also provides a mental workspace to ensure quick-and-considered decisions and action plans. Building mind-fitness with mindfulness training may help anyone who must maintain peak performance in the face of extremely stressful circumstances, from first responders, relief workers and trauma surgeons, to professional and Olympic athletes.”

Study participants included two military cohorts of 48 male participants with a mean age of 25 recruited from a detachment of Marine reservists during the high-stress pre-deployment interval and provided MT to one group of 31, leaving 17 Marines in a second group without training as a control. The MT group attended an eight-week course and logged the amount of out-of-class time they spent practicing formal exercises. The effect of the course on working memory was evaluated using the Operation Span Task, whereas the impact on positive and negative affect was evaluated using the Positive and Negative Affect Schedule, or PANAS.

The Positive Affect scale reflects the extent to which a person feels enthusiastic, active and alert. The Negative Affect scale reflects unpleasant mood states, such as anger, disgust and fear. Working memory capacity degraded and negative mood increased over time in the control group. A similar pattern was observed in those who spent little time engaging in mindfulness exercises within the MMFT group. Yet, capacity increased and negative mood decreased in those with high practice time over the eight weeks.

The study findings are in line with prior research on Mindfulness Based Stress Reduction, or MBSR, programs and suggest that MMFT may provide “psychological prophylaxis,” or protection from cognitive and emotional disturbances, even among high-stress cohorts such as members of the military preparing for deployment. Given the high rate of post-traumatic stress disorder and other mental-health disturbances suffered by those returning from war, providing such training prior to deployment may buffer against potential lifelong psychological illness by bolstering working memory capacity.

In the several months prior to a deployment, service members receive intensive training on mission-critical operational skills, physical training and “stress-inoculation” training to habituate them to stressors they may experience during their impending mission. They also must psychologically prepare to leave loved ones and face potentially violent and unpredictable situations during their deployment.
Persistent and intensive demands, such as those experienced during high-stress intervals, have been shown to deplete working memory capacity and lead to cognitive failures and emotional disturbances. The research team hypothesized that MMFT may mitigate these deleterious effects by bolstering working memory capacity.

The study, published in the journal Emotion and also featured in the most recent edition of Joint Force Quarterly, the advisory journal for the Joint Chiefs of Staff, was funded by the John W. Kluge Foundation and the Department of Defense.

Jha was the principal investigator on the project, and Anastasia Kiyonaga, Ling Wong and Lois Gelfand from the Department of Psychology Penn’s School of Arts and Sciences comprised her research team.

Stanley is the creator of MMFT and is on the Board of Directors of the Mind Fitness Training Institute, a nonprofit 501(c)(3) established to support the delivery of MMFT.

The Top 10 Psychology Studies of 2010 - Part Two

6) How to Choose a Mate
What role does personality play in creating marital bliss? More specifically, is it your personality, your partner's personality, or the similarity between the two that really matters when it comes to being happy in your marriage? A study of over 10,000 couples from three countries provides us with some answers.

Your own personality is in fact a powerful predictor of your marital satisfaction. People who were more agreeable, conscientious, and emotionally stable reported being significantly happier with their spouse. That spouse's personality was also a reliable, though slightly less powerful, predictor of relationship satisfaction. Keep these same traits - the "Big 3" for happiness in a marriage - in mind when you are seeking Mr. or Ms. Right.

Finally, there's personality similarly - which, as it happens, doesn't seem to matter at all. The extent to which married couples matched one another on the Big Five traits had no predictive power when it came to understanding why some couples are happy together and others not. This is not to say that having similar goals or values isn't important - just that having similar personalities doesn't seem to be.
So if you are outgoing and your partner is shy, or if you are adventurous and your partner doesn't really like to try new things, it doesn't mean you can't have a satisfying marriage. Whether you are birds of a feather, or opposites that attracted, you are equally likely to live a long and happy life together.
Just try to be generally pleasant, responsible, and even-tempered, and find someone willing to do the same.

P. Dyrenforth, D. Kashy, M.B. Donnellan, & R. Lucas (2010) Predicting relationships and life satisfaction from personality in nationally representative samples from three countries: The relative importance of actor, partner, and similarity effects. Journal of Personality and Social Psychology, 99, 690-702.

7) How to Feel More Powerful
In the animal kingdom, alphas signal their dominance through body movement and posture. Human beings are no different. The most powerful guy in the room is usually the one whose physical movements are most expansive - legs apart, leaning forward, arms spread wide while he gestures. He's the CEO who isn't afraid to swing his feet up onto the conference room table, hands behind his head and elbows jutting outward, confident in his power to spread himself out however he damn well pleases.

The nervous, powerless person holds himself very differently - he makes himself physically as small as possible: shoulders hunched, feet together, hands in his lap or arms wrapped protectively across his chest. He's the guy in the corner who is hoping he won't be called on, and often is barely noticed.
We adopt these poses unconsciously, and they are perceived (also unconsciously) by others as indictors of our status. But a new set of studies by Dana Carney, Amy Cuddy, and Andy Yap reveals that the relationship between power and posing works in both directions. In other words, holding powerful poses can actually make you more powerful.

In their studies, posing in "high power" positions not only created psychological and behavioral changes typically associated with powerful people, it created physiological changes characteristic of the powerful as well. High power posers felt more powerful, were more willing to take risks, and experienced significant increases in testosterone along with decreases in cortisol (the body's chemical response to stress.)

If you want more power - not just the appearance of power, but the genuine feeling of power - then spread your limbs wide, stand up straight, and lean into the conversation. Carry yourself like the guy in charge, and in a matter of minutes your body will start to feel it, and you will start to believe it.

D. Carney, A. Cuddy, and A. Yap (2010) Power posing: Brief nonverbal displays affect neuroendocrine levels and risk tolerance. Psychological Science, 21, 1363-1368.

8) How To Tell If He Loves You
"If he really loved me, then he would..."

Everyone who's ever been in a relationship has had thoughts like this one. If he loved me he would bring me flowers, or compliment me more often, or remember my birthday, or remember to take out the damn garbage. We expect feelings of love to translate directly into loving behaviors, and often judge the quality and intensity of our partner's feelings through their more tangible expressions. When it comes to love, actions speak louder than words, right?

Well, not necessarily. According to new research by psychologists Lara Kammrath and Johanna Peetz, romantic feelings like love, intimacy, and commitment reliably lead to some loving behaviors, but not others. In their studies, love predicted spontaneous, in-the-moment acts of kindness and generosity, like saying "I love you," offering a back rub, or surprising your partner with a gourmet dinner - the kinds of loving actions that don't require much in the way of forethought, planning, or memory.

On the other hand, love does a lousy job of predicting the kinds of "loving" behaviors that are harder to perform, often because they have to be maintained over longer periods of time (e.g., remembering to do household chores without being asked, being nice to one's in-laws) or because there is a delay between the thought and the action (remembering to buy your wife a gift for her birthday next week, keeping a promise call home during your conference in Las Vegas.). When it comes to the harder stuff, it's how conscientious you are, rather than how much in love you are, that really matters.

So if you're trying to get a sense of how your partner really feels about you, the smaller, spontaneous acts of love that occur without much forethought are a much better indicator of the depth of his love than whether or not he remembers your birthday or to take out the trash.

L. Kammrath & J. Peetz (2010) The limits of love: Predicting immediate vs. sustained caring behaviors in close relationships. Journal of Experimental Social Psychology.

9) How to Make It Easier to Cut Your Losses
Sometimes, we don't know when to throw in the towel. As a project unfolds, it becomes clear that things aren't working out as planned, that it will cost too much or take too long, or that someone else will beat you to the punch. But instead of moving on to new opportunities, we continue to devote our time, energy, and money to doomed projects (or even doomed relationships), digging a deeper hole rather than trying to climb our way out of it.

Why? The most likely culprit is our overwhelming aversion to sunk costs - the resources that we've put into an endeavor that we can't get back out. We worry far too much about what we'll lose if we just move on, and not nearly enough about the costs of not moving on - more wasted time and effort, and more missed opportunities.

But thanks to recent research by Daniel Molden and Chin Ming Hui, there is a simple way to be sure you are making the best decisions when your endeavor goes awry: focus on what you have to gain, rather than what you have to lose.

Psychologists call this adopting a promotion focus. When Molden and Hui had participants think about their goals in terms of potential gains, they became more comfortable with accepting the losses they had to incur along the way. When they adopted a prevention focus, on the other hand, and thought about their goals in terms of what they could lose if they didn't succeed, they were much more sensitive to sunk costs.

If you make a deliberate effort to refocus yourself prior to making your decision, reflecting on what you have to gain by cutting your losses now, you'll find it much easier to make the right choice.

D. Molden & C. Hui (2010) Promoting de-escalation of commitment: A regulatory focus perspective on sunk costs. Psychological Science.


10) How to Fight With Your Spouse
Having a satisfying, healthy relationship with your partner doesn't mean never fighting - it means learning to fight well. But what is the best way for two people to cope with their anger, frustration, and hurt, without undermining their mutual happiness?

Thankfully, recent research by James McNulty and Michelle Russell provides the answer. The best way to deal with conflict in a marriage, it turns out, depends on how serious or severe the problem is. Did your spouse drink too much at the party last night, or is he drinking too much every night? Did she splurge a little too much on clothes last month, or are her spending habits edging you closer and closer to bankruptcy? Did he invite his mother to dinner without discussing it with you first, or did he invite his mother to live with you without discussing it first? Little problems and big problems require very different approaches if you want to have a lasting, happy marriage.

When it comes to minor problems, direct fighting strategies - like placing blame on your spouse for their actions or expressing your anger - results in a loss of marital satisfaction over time. Flying off the handle when he forgets to pick up the dry cleaning yet again, or when she spends a little too much money on a pricey pair of shoes, is going to take its toll on your happiness in the long run. You really are better off letting the small stuff go.

In response to major problems, however, these same direct fighting strategies predict increased marital satisfaction! Expressing your feelings, blaming your partner and demanding that they change their ways will lead to greater happiness when the conflict in question is something significant - something that if left unresolved could ultimately tear your relationship apart.

Issues involving addiction, financial stability, infidelity, child-rearing, and whether or not you live with your mother-in-law need to be addressed, even if it gets a little ugly. Couples who battle it out over serious issues do a better job of tackling, and eventually resolving those issues, than those who swept big problems under the carpet.


J. McNulty & V.M. Russell (2010) When "negative" behaviors are positive: A contextual analysis of the long-term effects of problem-solving behaviors on changes in relationship satisfaction. Journal of Personality and Social Psychology, 98, 587-604.

The Top 10 Psychology Studies of 2010 - Part One

Part One:

The end of 2010 fast approaches, and I'm thrilled to have been asked by the editors of Psychology Today to write about the Top 10 psychology studies of the year. I've focused on studies that I personally feel stand out, not only as examples of great science, but even more importantly, as examples of how the science of psychology can improve our lives.

Each study has a clear "take home" message, offering the reader an insight or a simple strategy they can use to reach their goals, strengthen their relationships, make better decisions, or become happier. If you extract the wisdom from these ten studies and apply them in your own life, 2011 just might be a very good year.

1) How to Break Bad Habits
If you are trying to stop smoking, swearing, or chewing your nails, you have probably tried the strategy of distracting yourself - taking your mind off whatever it is you are trying not to do - to break the habit. You may also have realized by now that it doesn't work. Distraction is a great way to resist a passing temptation, but it turns out to be a terrible way to break a habit that has really taken hold.

That's because habit-behaviors happen automatically - often, without our awareness. So thinking about George Clooney isn't going to stop me from biting my nails if I don't realize I'm doing it in the first place.

What you need to do instead is focus on stopping the behavior before it starts (or, as psychologists tend to put it, you need to "inhibit" your bad behavior). According to research by Jeffrey Quinn and his colleagues, the most effective strategy for breaking a bad habit is vigilant monitoring - focusing your attention on the unwanted behavior to make sure you don't engage in it. In other words, thinking to yourself "Don't do it!" and watching out for slipups - the very opposite of distraction. If you stick with it, the use of this strategy can inhibit the behavior completely over time, and you can be free of your bad habit for good.

J. Quinn, A. Pascoe, W. Wood, & D. Neal (2010) Can't control yourself? Monitor those bad habits. Personality and Social Psychology Bulletin, 36, 499-511.

2) How to Make Everything Seem Easier
Most of us have grown accustomed to the idea that our moods, and even our judgments, can be influenced by unrelated experiences of sight and sound - we feel happier on sunny days, more relaxed when listening to certain kinds of music, and more likely to lose our tempers when it's hot and humid. But very few of us have even considered the possibility that our tactile experience - the sensations associated with the things we touch, might have this same power.

New research by Joshua Ackerman, Christopher Nocera, and John Bargh shows that the weight, texture, and hardness of the things we touch are, in fact, unconsciously factored into our decisions about things that have nothing to do with what we are touching.

For instance, we associate smoothness and roughness with ease and difficulty, respectively, as in expressions like "smooth sailing," and "rough road ahead." In one study, people who completed a puzzle with pieces that had been covered in sandpaper later described an interaction between two other individuals as more difficult and awkward than those whose puzzles had been smooth. (Tip: Never try to buy a car or negotiate a raise while wearing a wool sweater. Consider satin underpants instead. Everything seems easy in satin underpants.)

J. Ackerman, C. Nocera, and J. Bargh (2010) Incidental haptic sensations influence social judgments and decisions. Science, 328, 1712- 1715.

3) How To Manage Your Time Better
Good time management starts with figuring out what tasks you need to accomplish, and how long each will take. The problem is, human beings are generally pretty lousy when it comes to estimating the time they will need to complete any task. Psychologists refer to this as the planning fallacy, and it has the very real potential to screw up our plans and keep us from reaching our goals.

New research by Mario Weick and Ana Guinote shows that, somewhat ironically, people in positions of power are particularly poor planners. That's because feeling powerful tends to focus us on getting what we want, ignoring the potential obstacles that stand in our way. The future plans of powerful people often involve "best-case scenarios," which lead to far shorter time estimates than more realistic plans that take into account what might go wrong.

The good news is, you can learn to more accurately predict how long something will take and become a better planner, if you stop and consider potential obstacles, along with two other factors: your own past experiences (i.e., how long did it take last time?), and all the steps or subcomponents that make up the task (i.e., factoring in the time you'll need for each part.)

M. Weick & A. Guinote (2010) How long will it take? Power biases time predictions. Journal of Experimental Social Psychology.

4) How to Be Happier
Most of us tend to think that if we just had a bit more money we'd get more satisfaction out of life, but on the whole, this turns out not to be true. So why doesn't money make us happier? New research by Jordi Quoidbach and colleagues suggests that the answer lies, at least in part, in how wealthier people lose touch with their ability to savor life's pleasures.

Savoring is a way of increasing and prolonging our positive experiences. Taking time to experience the subtle flavors in a piece of dark chocolate, imaging the fun you'll have on an upcoming vacation (and leafing through your trip photos afterward), telling all your friends on Facebook about the hilarious movie you saw over the weekend - these are all acts of savoring, and they help us to squeeze every bit of joy out of the good things that happen to us.

Why, then, don't wealthier people savor, if it feels so good? It's obviously not for a lack of things to savor. The basic idea is that when you have the money to eat at fancy restaurants every night and buy designer clothes from chic boutiques, those experiences diminish the enjoyment you get out of the simpler, more everyday pleasures, like the smell of a steak sizzling on your backyard grill, or the bargain you got on the sweet little sundress from Target.

Create plans for how to inject more savoring into each day, and you will increase your happiness and well-being much more than (or even despite) your growing riches. And if you're riches aren't actually growing, then savoring is still a great way to truly appreciate what you do have.

J. Quoidbach, E. Dunn, K. Petrides, & M. Mikolajczak (2010) Money giveth, money taketh away: The dual effect of wealth on happiness. Psychological Science, 21, 759-763.

5) How to Have More Willpower
Do you have the willpower to get the job done, or have you found yourself giving in to temptations, distractions, and inaction when trying to reach your own goals? If it's the latter, you're not alone. But more importantly, you can do something about it. New research by Mark Muraven shows that our capacity for self-control is surprisingly like a muscle that can be strengthened by regular exercise.
Do you have a sweet tooth? Try giving up candy, even if weight-loss and cavity-prevention are not your goals. Hate exerting yourself physically? Go out and buy one of those handgrips you see the muscle men with at the gym - even if your goal is to pay your bills on time. In one study, after two weeks of sweets-abstinence and handgripping, Muraven found that participants had significantly improved on a difficult concentration task that required lots of self-control.

Just by working your willpower muscle regularly, engaging in simple actions that require small amounts of self-control - like sitting up straight or making your bed each day - you can develop the self-control strength you'll need to tackle all of your goals.

M. Muraven (2010) Building self-control strength: Practicing self-control leads to improved self-control performance. Journal of Experimental Social Psychology, 46, 465-468.

The New Humanism

OP-ED COLUMNIST
The New Humanism

Josh Haner/The New York Times
David Brooks
By DAVID BROOKS
Published: March 8, 2011

Over the course of my career, I’ve covered a number of policy failures. When the Soviet Union fell, we sent in teams of economists, oblivious to the lack of social trust that marred that society. While invading Iraq, the nation’s leaders were unprepared for the cultural complexities of the place and the psychological aftershocks of Saddam’s terror.

We had a financial regime based on the notion that bankers are rational creatures who wouldn’t do anything stupid en masse. For the past 30 years we’ve tried many different ways to restructure our educational system — trying big schools and little schools, charters and vouchers — that, for years, skirted the core issue: the relationship between a teacher and a student.

I’ve come to believe that these failures spring from a single failure: reliance on an overly simplistic view of human nature. We have a prevailing view in our society — not only in the policy world, but in many spheres — that we are divided creatures. Reason, which is trustworthy, is separate from the emotions, which are suspect. Society progresses to the extent that reason can suppress the passions.

This has created a distortion in our culture. We emphasize things that are rational and conscious and are inarticulate about the processes down below. We are really good at talking about material things but bad at talking about emotion.

When we raise our kids, we focus on the traits measured by grades and SAT scores. But when it comes to the most important things like character and how to build relationships, we often have nothing to say. Many of our public policies are proposed by experts who are comfortable only with correlations that can be measured, appropriated and quantified, and ignore everything else.

Yet while we are trapped within this amputated view of human nature, a richer and deeper view is coming back into view. It is being brought to us by researchers across an array of diverse fields: neuroscience, psychology, sociology, behavioral economics and so on.

This growing, dispersed body of research reminds us of a few key insights. First, the unconscious parts of the mind are most of the mind, where many of the most impressive feats of thinking take place. Second, emotion is not opposed to reason; our emotions assign value to things and are the basis of reason.

Finally, we are not individuals who form relationships. We are social animals, deeply interpenetrated with one another, who emerge out of relationships.

This body of research suggests the French enlightenment view of human nature, which emphasized individualism and reason, was wrong. The British enlightenment, which emphasized social sentiments, was more accurate about who we are. It suggests we are not divided creatures. We don’t only progress as reason dominates the passions. We also thrive as we educate our emotions.

When you synthesize this research, you get different perspectives on everything from business to family to politics. You pay less attention to how people analyze the world but more to how they perceive and organize it in their minds. You pay a bit less attention to individual traits and more to the quality of relationships between people.

You get a different view of, say, human capital. Over the past few decades, we have tended to define human capital in the narrow way, emphasizing I.Q., degrees, and professional skills. Those are all important, obviously, but this research illuminates a range of deeper talents, which span reason and emotion and make a hash of both categories:

Attunement: the ability to enter other minds and learn what they have to offer.

Equipoise: the ability to serenely monitor the movements of one’s own mind and correct for biases and shortcomings.

Metis: the ability to see patterns in the world and derive a gist from complex situations.

Sympathy: the ability to fall into a rhythm with those around you and thrive in groups.

Limerence: This isn’t a talent as much as a motivation. The conscious mind hungers for money and success, but the unconscious mind hungers for those moments of transcendence when the skull line falls away and we are lost in love for another, the challenge of a task or the love of God. Some people seem to experience this drive more powerfully than others.

When Sigmund Freud came up with his view of the unconscious, it had a huge effect on society and literature. Now hundreds of thousands of researchers are coming up with a more accurate view of who we are. Their work is scientific, but it directs our attention toward a new humanism. It’s beginning to show how the emotional and the rational are intertwined.

I suspect their work will have a giant effect on the culture. It’ll change how we see ourselves. Who knows, it may even someday transform the way our policy makers see the world.


- On the road with my iPhone