Tag Archives: Consciousness

Accomplishing your 2012 Objectives

A highly incomplete checklist

The year has just started and already you are creatively adapting to the unexpected, steering around unexpected resistances, and still feeling cocky about taking the hill you’ve assigned yourself for this year. Good.

This cursory reminder list of methods is passed along to keep handy if and when you run up against a boulder that frustrates you, casting a dim light over achievability of the year’s target. The list can also be used proactively even during times of smooth sailing to notch the game up a bit.

I.  Creativity

  1. Doodle a schematic of the situation and its players. These could be business or personal relationships that you are navigating. Engaging spatial mind centers in the right brain is a prime directive in terms of overcoming the bias of the time i.e. Acceleritis.

    1. What would be the ideal “win” for each player in the diagram? Getting down to the human motivational level immediately is a typical mensch method. This engages your own feelings, rebalancing you out of leftbrain dominance.
    2. What action might each player take in the situation, and how would other players react? “Consequence thinking” engages the prefrontal lobes. The more your brain is fully engaged the closer you get to Holosentience.
    3. Have you left anyone out of the diagram so far? Who?
    4. What would be the ideal outcome of the depicted situation from the standpoint of a hypothetical Universal Consciousness?
       
  2. Get out in Nature alone. Even when it’s freezing cold.

    1. Pay attention to nature all around you, up and down, above and below you.
    2. In the streets of big cities this works too although not as powerfully, so nearby parks are a plus, the less city-like the better.
       
  3. Blocked. This is for when you’ve run up against a challenge that worries you and brings you down.

    1. Imagine that you can feel the muscles in your head relaxing while you go blank and stop gnawing whatever bone has your mind obsessed at the moment. Don’t let yourself revive that conversation in your head for a while, force yourself to think or feel about some different subject, for at least several minutes, preferably up to three days if timing permits.
    2. Turning away from a problem allows the subconscious mind with its far greater resources to attack the problem from new directions. Fearing that you must stick with it, if you persist in trying the ingrained approach you are stuck in and can’t see beyond, it will just take longer to get to a solution, making you miserable, and less effective in everything else you do in the meantime.
    3. Like trying to remember a word that’s on the tip of your tongue. You have to stop trying to remember it. You are going into the wrong file drawers, which blocks you from relaxing into the right file drawer where suddenly the word just pops into your mind in the midst of some completely different conversation.
       
  4. Right Objectives? Have you set the right goals for 2012?

    1. Are you following goals set for you by someone else?
    2. Were you arm-twisted into these goals by persons or situations?
    3. If you’re stuck with such goals, what would be the twist that would make each goal more important to you personally?
    4. How will you know if an objective is “right”? It will be a combination of a strong hunch feeling that it’s right, plus you could defend it logically if challenged by a naysayer.
    5. In the context of the whole-brain “enlightened” thinking espoused in this blog, right objectives will be outcomes that benefit people widely as well as benefiting you.
       
  5. Right Metrics?

    1. Is there a way of re-stating each goal so that its most valuable effects can be better ascertained and appreciated at the end of the year?
    2. Perhaps evaluate not just economic outcomes but also social ones? How will people be affected, people close to you and those far away?

II.  In Preparation

  1. Predreaming. This is what you do on weekends in looking at the week ahead, and evenings looking at the next day.

    1. For each scheduled meeting/phone call, whether business, nonprofit, governmental, military, personal, or spiritual, what’s the outcome targeted? What might each party, including you, say that would get you in hot water and move you away from the targeted outcome?
    2. Actually hear and visualize the dialog back and forth in your mind.
    3. What’s the ideal “win” for each player?
       
  2. Postdreaming. The after-action report to your Self at the end of each day, at stolen moments e.g. when everyone thinks you’re already asleep.

    1. What could you have done or said better.          
    2. What to do next time in a similar situation — what worked and what didn’t.
    3. What will be the warning sign next time to remind you of this improved approach?

III.  In Action

  1. Check for fun.

    1. Okay, if fun is not the right word for you, and neither is play, just make sure you’re enjoying what you’re doing at the moment.
    2. If there’s no sense of enjoyment, forget about getting flow state performance out of yourself. It’s not going to happen.
    3. Take a one-minute meditation break to get into the headspace of loving what you are doing.
    4. Take notes on specific diagnostic ideas you get as to what’s really bugging you so you can focus on them later.
       
  2.  What’s the outcome focus now?

    1. You want to be singlepointed not multitasking: what is it you’re trying to achieve right now?
    2. Everything else gets put aside — out of distraction range, hidden from eye movements — and every great new idea that pops into your head gets tucked into a one-word note instantly and then ignored until later.
    3. Even if it has to do with the present meeting, it goes into a note, one that you will pay attention to during the course of the meeting, just not right now. Again, “meeting” includes any encounter with others, not just business meetings.
    4. Stay in the moment. Be 100% present with the others. Absolutely turn off email and all forms of electronic interruption. Do not interrupt the speaker.
       
  3. All of you in the Now.

    1. Your estimable resources are not being frittered away by excessive dispersal, though all your armies are on the line, at the ready. Your attention is one. You are focused with everyone on the common immediate objective. Your orientation is a win for all.
    2. As impulses rise up continuously from within, you merely observe them without acting on them, except for the rare impulse that you feel to be perfect for the moment.
    3. Therefore you do not allow yourself to be rushed, you take your time.
    4. Each impulse to do something you allow to float downstream into the past without acting on it, except for those tagged with the mysterious sense of perfection. These perfect impulses will be those that you feel have no negativity hidden in them, and which go to the core of the matter.
    5. In lulls, look over your notes, determine action items and schedule them, file notes in folders based on the relationships you are involved in this year, for easy findability. If necessary start a new 2012 filing system that does not tackle the massive job of re-filing the past right now. Keep the 2012 refined objectives in sight at all times.

Let 2012 be the year of the fresh start for all of us.

Best to all,

Bill

Gaining Conscious Control over Involuntary Reactions

In this post we will begin to share what have been considered esoteric secrets by hidden schools for thousands of years. Today they would be classified as methods of applied cognitive psychology.

For thousands of years, mystery schools have existed at the core of each religion, where the religion at large is a diluted, simplified form of the core schooling, consisting mostly of rituals without retaining the full explanation of the entire system of thought. Over time, in response to the rise of religious tolerance and freedom, some of these occult (meaning “hidden”) schools have come out into the open at least to the extent of admitting their existence.

All of these schools taught (1) ethics (2) what today would be called applied cognitive psychology – the subject of today’s post, and (3) a cosmology centered around the idea of a unified identity of all things. These were never taught as three separate “courses” but as an organic whole in which the ethical and psychological portions were logical outgrowths of the cosmology. In other words, “Since you are part of a whole, treat the other parts fairly (ethics), and gain control of your involuntary reactions, which cause friction with the other parts and with your relationship to the whole (applied cognitive psychology).”

Teaching took many forms including a kind of immersive theater in which the teachers were actors and the student was not aware that they were performing. This was exemplified during the Classical Age in Greece by the Eleusinian Mysteries, and carried forth to this day by Freemasonry. The underlying principle being the now-scientifically proven fact that a person cannot change merely by intellectual understanding; instead it is pivotal that emotion/intuition/perception must also be engaged in order to make a profound and lasting psychological shift.

These “initiations” as they are called provide the types of feelings called “numinous” (magical) and what they do to the intellect – when theatrically effective – is to jar the belief in an accidental/”meaning”-less/materialistic-only universe, by seeming to provide contrary and compelling sensory evidence, i.e. a miracle or magical event. Today’s illusionists are an entertaining derivative of such practices but operate in a context where the adult audiences are fully aware that these miracles are simulated and because every adult knows the senses are being artfully tricked, hence these maneuvers are called “tricks”.

This is not to rule out that in some of these performances, something magical might actually occur – magical not in the sense of unscientific, but in the sense of not yet understood by science.

Science has now caught up to and verified that the cosmology being taught down through the ages by these hidden schools is correct. There is connectivity among all the constituent parts of the universe, matter is made of energy, space and time are one thing, particles are waves and waves are particles, and these “wavicles” remember their connection so that when apart and one changes, so does the other (as proven by the innumerable replicated experiments testing Bell’s Theorem). The information transfer from one wavicle to the other is supraluminal, i.e. faster than the speed of light, suggesting either that Einstein’s theories are at least partially incorrect, or that distance itself is an illusion, or both.

How did these relatively primitive people thousands of years ago know things that are only today being realized by our top scientists? My hypothesis is that the founders of these schools which radiated outward into far simplified dilutions called religions, were in the highest levels of Flow state when they had moments of enlightenment and realized these facts about the universe directly, through the faculty of cognition called “intuition”.

I’ve written here about Flow state many times. It is the state where the brain noise across the corpus callosum between left and right hemisphere disappears (Master Marvin Chun, Yale), and there is activity across all levels of brain rhythm as measured by EEG (delta, theta, alpha and beta waves) that appears as highly regular and synchronous between the brain hemispheres – in other words, organized rather than chaotic brain patterns. Experientially the Flow state manifests as perfect action, inspired ideation, joy, automaticity (everything is doing itself and you are along for the enjoyable ride) — and in its highest form (for there are sub-levels within this state) clairvoyance, precognition, telepathy, and ultimately a spiritual dawning (conviction of universal connectivity, liberation from fear through intuitive trust in the ultimate benevolence of the universe) which if articulable (sometimes these experiences cannot be translated into words) would be what caused  the emergence of mystery schools and later religions themselves.

Latest science proves the existence of connectivity in physics (Bell’s Theory experiments among others) and in psychology (odds against chance being in the millions to one for the existence of clairvoyance, precognition and telepathy, per meta-analyses reported by Dean Radin and Charles Tart). The Theory of the Conscious Universe (my cosmology) posits that the basic stuff of which everything is composed is information and all of this exists within a single consciousness of which everything else is a part. But what is consciousness? It is that which experiences information. To be, to exist, is to be perceived/experienced by consciousness. This would have been a radical notion at the height of materialism, which probably peaked when I was a child and is already waning today as science makes strict materialism untenable. It’s pretty obvious to all of us that we are privileged to be living at an extraordinary time of change for the human race on Earth. One key aspect of this profound change is the proof that we are all connected and the true universe we live in is as miraculous as the ancients sensed.

Smooth and striated muscle tissue in the body generally have separate functions, the striated muscles being subject to voluntary control, and the smooth muscles being those that function without conscious will being involved – such as breathing. The mind and its four functions (Jung) of intellect, intuition, feelings and perception also has voluntary and involuntary aspects. We can use willpower and practice to extend the range of control we can exert over what is generally involuntary. For example, belly dancers can so control their stomach muscles as to make a quarter flip over and over while lying on their back, and advanced yogis can slow their heart rate down to reach a point approximating suspended animation. The term they use is “yogic control”, meaning the extension of the ability to control things in their formerly uncontrollable body-mind.

This yogic control concept comes into play in everyone’s life with regard to the phenomena of negative emotions including depression, dis-courage-ment, fear, anger, and other non-helpful manifestations in the domain of feeling. When such feelings arise they tend to curtail the ability of the intellect and the intuition to see solutions to the problems that have caused these negative internal states, and even the perceptions are changed, as we subtly begin to see more ugliness and less beauty in the world around us.

The ancient mystery schools still teach methods of making these involuntary feelings – which nobody likes to have, so they must be involuntary – something that can be controlled and stopped by the voluntary will. This involves the same principle of yogic control – extending what the individual can control within their own mind-body. These teachings were typically expressed in language that today would be regarded as unscientific. My book is an effort to provide the same teachings – which have been proven to work for thousands of years on small percentages of the population – in language that is non-mysterious, operational, actionable, simple, and hopefully therefore allows everyone to gain these extraordinary degrees of control, particularly over their own minds. Thousands of my readers have written in to say that the book worked for them, and only 11 out of approximately 35,000 readers have taken advantage of the lifetime moneyback guarantee.

Let’s take a look at anger, fear, discouragement and depression and the ways that these moods can be brought under conscious control and turned around – a small sampling of the book.

Most people assume there is nothing you can do about negative emotions – they come as they will, and you must just suffer through them. However, almost everybody knows someone who they have seen rise above these feelings at one time or another. Especially at a time such as now when the world is facing so many challenges all at once, it is vital to increase everyone’s ability to rise to the occasion and surmount negative feelings.

The common “solution” today for depression consists of drugs. These drugs often do alleviate depression temporarily but it always returns and another dose is needed. The drug approach is not bad but it is really a form of depression-maintenance program: it does not cure the problem but finds a way to live with it. The best aspect of drugs is the speed and ease of getting an effect. But this allows weakness of self-control to be carried forward often for an entire lifetime, skipping over the opportunity to use the problem as a springboard to increase the individual’s yogic control.

All of the mystery schools teach that death is not the end, that like matter-energy, consciousness also is conserved by nature, and that none of these things can ever be created nor destroyed, and some such schools explicitly teach that yogic control gained in this lifetime is carried over to subsequent lifetimes on this or other planes. Because the teaching of interconnectedness has been validated by science, this does not automatically mean that all the teachings of mystery schools are necessarily true, but it’s something to think about. The alternative is to rule out thoughts that have been associated with superstition just because of association in the mind, which is itself non-scientific. All things are unproven until they are experimentally proven. Whatever happens after death will remain very difficult to prove one way or another for us the living. Science may someday figure out the death barrier, but not today.

Regardless of such considerations, one does not have to go too far in order to justify the desirability of gaining control over defeatist feelings: regardless of any view of what the world is, it’s obvious that such feelings work against the person who has them — we see the evidence every day.

It is extremely difficult if not impossible to overcome one’s own negative feelings while remaining in the everyday state of consciousness. You can say, “I am going to put those emotions away and get down to the business at hand”, but many of us don’t really have the willpower to do it. The trick is to get out of the everyday state of consciousness. By moving into the observer state, one is able to far more easily turn off useless feelings. The active ingredient in this case is simply clarity.

The steps involved are not mysterious. The first step is to turn down all distractions which means getting into an alone space where one cannot be interrupted, where you can’t hear voices in the next room, where there isn’t a TV or something playing, where you are not under time pressure if at all possible (this is not an absolute requirement, especially after you have some practice behind you — in fact after practice there are no absolute requirements).

Once you are alone, with writing implements, task number one is to understand why you are in a negative state. The writing implements can be used for this but you really have them with you to write down notes about other things that distract you from what you are there to do – shopping lists, to-do lists, whatever. Be patient and wait. Once your mind knows you are focused on one thing, diagnosing the cause of why you feel the way you do, it will soon start to give up answers to that question. They may be obvious or they may contain non-obvious aspects as well. You may find yourself writing down non-obvious aspects or simple phrases that are suddenly more revealing and meaningful than you expected, which cast new light or which simply state things you already knew but in much sharper and more useful language than you had before.

What you are doing is called contemplation, and what you are contemplating is the causes for your current state.

It is likely that you will see the causes, at least some of them, and they may make you angry at other people for being part of the causation. This is part of everyday consciousness, and will not get you past your feelings but will in fact just keep you going round and round in those feelings. You need to reject everyday consciousness, reminding yourself that any ordinary negative feelings such as fear, anger, depression, discouragement, etc. are automatically wrong. They are just alarms going off to get you to see the real underlying causes so you can cure those causes. Some of those causes may in fact be within you. You may be the first cause that leads those other people to do what they do to make you angry, fearful, or whatever.

You are flying higher, getting above the weather, so whatever weather disturbance or turbulence you experience must be rejected, whatever is commonplace and you have been there before, put aside. Focus on this rejection of commonplace negative emotion. Say to yourself, “It must be wrong, by definition, it’s not constructive, it’s not getting me anywhere, it doesn’t lead to a solution, I need something NEW.” Strip it away as it arises and see what is underneath. Where is it coming from? Where did the whole pattern start? What did you want that led you into this negative mindset?

Get creative. Generate crazy ideas. Visualize what John Wayne or Katherine Hepburn would do – whoever you look up to – drop the boundaries on the types of thinking you will use to get closer to a good idea – something that will work. Come up with ideas that will not raise resistance – think in terms of Eastern martial arts, where you go with the flow not against it.

All mystery schools and religions teach acquiescence, trust and gratitude as three sides to the same coin – the acceptance of what is. In Islam, it is called the Will of Allah. In Taoism it is called getting into the rhythm of the Tao, linking into the underlying force of the universe. The word religion itself comes from the Latin religare, meaning to link up. The word yoga comes from the Sanskrit, meaning to yoke up, like yoking an ox to a cart.

How can you feel gratitude at times that try you to the breaking point? By comparing the situation to one even worse. What if you had never existed at all? The Universe has created you — is this not justification for gratitude?

Pastor Leonard DeWitt says, “It’s not about religion, it’s about relationship.” The relationship you have to the whole can either be synchronous or it can be at odds. When you are angry, fearful, and so on, you are not in synchrony with what is happening, you are fighting it. This is why you need to reject these feelings as you strive to drop everyday consciousness, and get into an esoteric, spiritual mood.

Whether you call it God or the Universe, today science knows that you and I are intrinsically intermingled into it. Get with the Flow of it, don’t be at odds with it. To do this, you need to reject ordinary thinking and feeling. What is really happening? What is IT trying to teach you? How can this situation possibly be something that can make you better and stronger?

These are applied cognitive psychological interventions. The ones we have just shared skim one surface of the subject, but should give you a flavor.

Best to all,

Bill

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

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

The Acceleritis™ Theory

My studies have led to this theory I’d like to share with you. Like all theories it sprang into being to answer some question. In this case the question was, “How is it that the human race has managed to bungle things to quite this degree?”

In short, my theory is that it’s Acceleritis™ — a pandemic shock reaction to information overload.

For years we media researchers have been estimating how many ads a person sees in a given day. Ed Papazian did it and so did I. Not hard, given that monitoring and rating services provide benchmarks for making macro estimates.

I added the notion of estimating the other events impinging on consciousness in everyman’s and everywoman’s typical day. There I used a reducing rule (for ads too), that to qualify as experiential, the event would have to be consciously noticed by consciousness. This can be measured by EEG P300 waves — the brain signature for noticing that some sensory information differs from expectation. The challenging ethnographic research is yet to be done (and can never measure the past), but some preliminary estimates have been made.

Imagine being a shepherd a mere 400 years ago. The P300 waves you would normally get in a day would be centered around human interactions, and even those would tend to be predictable, and so you could go through quite a few human interactions with familiar people without any P300 waves. Sometimes animal life, the weather, plant life, the stars and moon would do unpredictable things, though less often than people are unpredictable. Rarely, there would be something truly extraordinary like a plague or an invasion that would give you a huge spike in P300 waves.

Making assumptions such as these we began to cautiously construct the graph below. The numbers are undoubtedly wrong but are probably directionally right.

With the vertical scale having to deal in large numbers because of the recent past, the small numbers of daily P300s is so low that it’s hard to see a line until after the printing press. As the population makes a startling shift to big cities in the first half of the 20th Century, and as cinema, radio, newspapers, magazines, and outdoor signs proliferate, the rate goes up to est. 3000 noticed events per day by 1950. Something like 500 of these being ads. Another 1500 or so being evoked by media program/editorial portions — mostly radio and print at that time.

From 1950-1990 TV, with its dominance of nonworking awake time, brings the pressure up to est. 15,000. From 1990-2010 the ubiquitous Internet and Mobile, plus the cultural shift to multitasking, raises it to an est. 40,000.

This is 1000X higher than when we started “texting” only 6000 years ago. Prior to text (written language) our oral-only language was a powerful communication tool, allowing us to cooperate in the hunt to become initially successful as a warrior race (at war initially with predators), and to cooperate in tool development. Written language then moved language into the visual sense, which happens to be the dominant sense of all primates including the apes and us. This effectively kicked off Acceleritis.

In the last 6000 years — a mere 300 generations — we have been inventing things at an accelerated rate, and these things now change society more than once a year — sometimes it feels like once a day, and it seems to be headed there.

This is why I consider psychotechnology, which prepares people with techniques to stay focused through complexity, to be so important.

All the best, Bill

Estimates of Noticed Events