Tag Archives: Human Effectiveness Institute

Setting the Mood for Conflict Resolution

Volume 2, Issue 39

With Better Data and Analytics for World Class Solutions

Two posts ago for the first time in this blog’s history, I retracted an idea from the article within 24 hours of its posting. In a quick series of blunt emails a dear friend thoroughly convinced me that even raising the possibility of any form of debt cancellation is a terrible idea.

Why terrible? Because:

Anything that could reduce even an iota of faith in the notion of the United States of America as the most stable country on Earth could panic people. This is not because people are rational, quite the opposite — it is because they are under the sway of Acceleritis, and are operating in mental shortcut Emergency Oversimplification Procedure (EOP).But a fact is a fact. Bad idea to bring up. Speak of debt conversion, debt service renegotiation, and especially get the top economists into a creative mood and talk about any other out-of-the- box ideas that they want. Just not the idea of debt cancellation.
It plays right into the hands of the current severe polarization between those who hold it to be virtuous that the strong should always protect the weak (we call that the Left) and those who believe this but to a lesser degree, and are most focused on individual independence and freedom including the minimization of laws restricting individual decision making (we call that the Right). Nothing should be done to further exacerbate the hatred that has snuck up on us and suddenly become harsh and rigid on both sides. This is a far worse threat than the fiscal cliff, which is a temporary aberration and will be solved one way or the other so as to minimize suffering, although there will still be plenty of that. Legislators the world around will perform better in making the tough decisions ahead to put the economy of the world back on a firm sustainable footing, to the degree that they start in a creative mood and not in this mood of vendetta that appears to grip at least half of us, enough of us to bring everything to a grinding halt (aka gridlock).

On a world scale, if we cannot balance Severity (the Right) with Mercy (the Left) (these are called Geburah and Chesed in Kabbalah), in the very long run what are the possible scenarios? These two mammoth groups around the world could between them set off the first (and perhaps last) World Civil War. Not based on borders, the Blues everywhere would fight the Reds everywhere. Those in the middle would try to keep peace but that would just make it a three-way civil war once peacekeepers got killed en masse for the first time.

Hitler’s deranged mind wandered over these mental landscapes in somehow believing that killing off the Jews would make the planet work better. The hatred we hear and read today from both sides of the Left/Right debate conjures images of one side launching a war of extermination to wipe out those who think oppositely about the degree to which the strong should protect the weak.

On what basis is there a feeling that the strong should protect the weak? It comes from many sources: intuition, love, kindness, Christianity, Judaism, Islam, Buddhism, noblesse oblige, simpatico, pragmatism, my theory that we are all manifestations of the same single Being, all flavors of the same intuition or instinct for supporting others that we all naturally have except when a person is damaged emotionally during upbringing.

Conflict Resolution processes that worked in Northern Ireland could be imported into the US situation and mass media campaigns could be sponsored by top advertisers, with the Ad Council leading the way with a pro bono campaign.

Fact-based communications must be made to drive out the current meaningless level of babble that passes for debate. New parliamentary rules need to be instituted to eradicate time-wasting sneering language and j’accuse statements that do not move toward solutions with any creative new ideas in them. Every legislator should demand quantification on statements made. Here we are debating how to deal with $120 trillion in unpayable debt, and yet we cannot easily find even with the Internet, a coherent and definitive input-output table of the world economy from which an observer can run simulations, optimizations, do sensitivity testing, and otherwise move toward reducing the decisions that need to be made to mathematics, where optimization can prove exactly what has to be done in order to achieve whichever objective one sets.

For example, in my not-so-productive idea two weeks ago, I wasn’t talking about the US cancelling only its own debts and doing so unilaterally. I was talking about a UN-level group using factual data to brief each country’s negotiators to discuss and advance the common good.

For example, there are loops that could cancel out debt with no injury, such as where someone owes money to himself/herself. One of these loops is that 49% of the total US debt is owed to the Social Security Fund, Federal Reserve, or State and Local Governments. Not sure that these entities all consider themselves one US entity so perhaps these loops don’t change anything.

My point is that in marketing we have tons of data and in general are looking at it and can answer questions and make decisions with it. How could it be that in running the world we are under-using data? Yet it seems to be true. We have to fix this right away. We need to pool efforts to create an open architecture input-output economic model using agent-based modeling i.e. bottom-up not aggregate level. We need to be able to simulate, so there need to be transition probabilities from state to state for each agent, region, and country. All the historic data need to be poured into the model and harmonized. The optimizer must allow the setting of objectives in terms of the weight to give protecting the poor vs. protecting the strong, so that many optimizations with different settings can be run. Then the output actions determined by each optimization run can be fed into the simulator to see how the scenario plays out by time periods, whether an optimized scenario validates or not according to this gauge.

Who is going to do this?

Because the Human Effectiveness Institute’s Mission is to engender Observer and Flow states in as many people as possible everywhere as the most primal, direct and effective means to improve decisionmaking, we are going to continue to focus on this primary mission in this blog. Ideas about fixing the economy shall move out of this blog into the new sister site, The Democracy Channel, to launch here early in 2013. TDC will contain not just my ideas but the ideas of many people. The commentary will be edited to exclude negativity and partisanship as much as possible while letting through all verified factual content, new ideas, and solution suggestions, so that readers can also vote on other people’s solution ideas.

A friend of mine who passed along to me wisdom and moods he had acquired in India, pointed to the greedheads who were holding the world back. It was not consistent with his forgiving mood. He excluded the rich, including top politicians and largest corporations — some of you will recognize this as the 60s. Rachel Carson, Vance Packard, and others had shown some dark side and the present conspiracy theorist culture began to balloon outward into the hinterlands.

When I went into the advertising industry, my friend assumed I was going to try to cure the ills from the inside. That was part of it. The other part was that I was not looking for ills. So far, over the course of decades in the world of large corporations in 34 countries, including their C-level execs, I have yet to find any evidence of evil bad guys. As the sides have drawn apart, they have lost touch as people with one another, they avoid each other’s company, and so they are unable to feel the reassuring inner sensations of “this person is OK” one often gets after getting to know someone even a little. Everyone has reasons that have led them to their own personal convictions. Frontal confrontation with their convictions is obviously the least indicated communications strategy for conflict resolution. If you indulge in demonizing the other side, you are not only wasting time, you are chasing away the Flow state (Zone) which is not going to come over you while you are processing distracting negative emotions. You need to bootstrap yourself into the Observer state where you can edit out insulting catchphrases in discussing solutions with people from the other side of the aisle. Once operating consistently in the Observer state, in a conflict resolution mood of forgiveness, we can, together, bring us all back together again.

Best to all,
Bill

PS — "It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.

In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed. "
— Charles Darwin*

* Thank you Philip Romero for the Charles Darwin quote.

Fun Was Had at the ARF Creativity Playshop

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Volume 2, Issue 28

Of course I had fun. I always have fun presenting and this was so experimental — imagine media researchers, at least one copywriter, and other marketing people meditating together as part of an industry event — I felt like a kid again. Co-presenter and Playshop co-creator Richard Zackon and I alternated in sharing research findings on the creative process and suggesting best practices as well as offering various experiential exercises. Professional coach Jane Harris supported the fun as well, at one point pulling a rabbit out of a hat and at another getting everybody to wear clown noses. The ARF was generous with its refreshments and support as well as participation by Don Gloeckler, Don Sexton, Horst Stipp, and interns Danielle Hemsley and Raphaela Hodgdon. The feedback sheet Richard passed around was responded to by 16 of the 18 participants, with high ratings for presenters, content, and fun, which got the highest rating.

Did we make a difference in terms of their creativity? Time will tell. There are free follow-up sessions and a post-questionnaire yet to come, which may give us some early indication of any increase in creativity, performance, and/or satisfaction. We’re also sending out, free, the book + DVD kit the Human Effectiveness Institute offers as a 60-day course in Creative Effectiveness.

We were happy to see that important companies sent their people to a creativity intensive, one of the largest media companies sending four people. A top car company sent someone whose nametag I hadn’t noticed — I was happily surprised to find this out the next day in a meeting with that company.

I’m also happily surprised to see that the ANA is now offering a creativity workshop. This is a terrific sign. As Richard pointed out early in the four-hour session on October 3, IBM in a 2010 global survey of CEOs, found that creativity was selected as the most crucial factor for future success.

Xyte, a self-administered online questionnaire that sheds intense clarifying light into the way one thinks — which of 16 types of thinker one is — was made available free, courtesy of Gerry Klodt and Linda McIsaac of Xyte. One participant who found it revealed her to herself in a way that was “spot on” asked for and received the two extra free passes we had been given to access Xyte, for members of her team.

The participants were given many methods to stimulate their own creativity and to look at old problems in new ways. Someone asked how to retain singlepointed focus while necessarily multitasking and was given the method of staying focused through complexity, rotating the concentration among the incoming data streams. This is described in greater detail in Chapter 7 of our book Freeing Creative Effectiveness. A few heads nodded knowingly (Don Sexton’s was one of them) at another point when I mentioned using a notepad to take down side ideas that arise while you are focused on one specific task, so the mind does not feel these ideas tugging one.

During the final exercise the participants generated many creative ideas of their own around social media, including a fascinating schematic by Don Gloeckler that could become the framework for studying the diffusion of memes through the population.

Don Sexton objected at one point when I was characterizing stress as being the enemy of the Zone (Flow State), the state of highest creativity that we were aiming at by route of the Observer State. He and I agreed that stress could produce the phenomenon of “little old ladies” suddenly able to carry large heavy men out of burning buildings. It was a moment to remind ourselves that the principles being passed along in the training were none of them black-and-white absolute rules but needed to be balanced against each other customized for every situation. At an earlier point I had cautioned that anything we said should not be applied so absolutely as to become the next block to creativity.

After the session it occurred to me that I should have said we would never have burned down the building just to get the “little old lady” into the Zone for a few minutes, although the experience might lead her to more constant Flow state capability — the cost of the building and perhaps other lives would have been grotesquely too high. So there has to always be a tradeoff between the good of the Flow state and the cost involved — courses like these being a better way to approach Flow maximization than artificially creating stress situations. (For the record, the OSS and many contemporary military and paramilitary organizations did/do in fact purposely create stress in order to gain expected benefits in the performance of individuals.)

Hopefully HR leaders at major companies will take us up on our offer to take this Playshop on the road. The Playshop could be used as part of a management offsite, extending the current Playshop into a fully customized wargame focused on the future of the specific company involved. Having created and led one such wargame recently with high-level U.S. military officers focused on long-range planning, and conducted scenario stimulation with top managements of many advertisers, media and agencies, this is the part that could afford participants and their companies the most benefit. The Playshop at ARF by its nature of having many companies in one room could not delve into confidential matters pertaining to one company. Skills could be sharpened but the focus of these skills on close-to-home opportunities and challenges could not happen in such an event. Companies that take us up on the offer to go in for more customized Playshops can begin creating their company’s future with the shackles taken off of thinking.

Best to all,

Bill

Do Something Different this Advertising Week

In the First Waking Moments, Remember Observer State

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Volume 2, Issue 20

Observer state is a mindset in which you are not so caught in the process of your own emotions, and thus you are able to also simultaneously observe and analyze them somewhat impassively. This is a lens you sometimes find yourself wearing which makes you more effective and creative at changing the conditions that cause negative emotions. It also makes you more able to flick into the Zone where your performance and creativity are further upshifted.

In the Observer state, we hypothesize that information processing is going on largely in the prefrontal lobes. In the Flow state (aka the Zone) we postulate whole-brain balanced and meshed information processing.

The Human Effectiveness Institute has developed techniques to empower people to spend more time in these states, which are conducive to a happy successful purposeful life. Acceleritis is the cultural condition caused by the speedup in human evolution and daily information overload apparently caused by the invention of written language — according to our theory. Acceleritis raises the challenge slope facing human beings every day and makes it harder for us to use the new brain evolved in just a relative eyeblink of the usual evolutionary timescale. The new brain triggered the invention of writing, and the effects are now overloading that new brain, kind of like a four-year-old kid trying to control a Ferrari.

If people in power spent more time in these states, they would make better decisions causing less suffering than at present. If people not in power spent more time in these states, they would move into power and thus be able — if not seduced by the ego — to bring about positive change. Hence, the mission of the Institute is to spread experiential knowledge of these states, and the techniques for achieving and maintaining them.

The first moments of waking up in the morning are a perfect time to remember the Observer state. As the day begins, so shall it most likely go, until one’s will has become strong enough to overcome a bad start.

First, while remaining in the hypnagogic state by avoiding the use of language orally or mentally, and filtering out any distractions, stay focused on the feeling of whatever dreams you had, and recapture whatever images you can from those dreams. Stay with the feelings and images a moment longer until you can get a hunch as to the possible sense of those dreams — what is the message from your subconscious? Jot down notes as soon as you feel you have to actually open your eyes and get out of bed.

Even better if you can move on to your day while still in bed and still sleeping as far as anyone can tell. Get a fix on the possible significance of the day, what you can potentially accomplish. Visualize an upside outcome that will make you happy when you go to sleep next. This is your strong intention, your Will. Feel it. Then see what could go wrong and come up with ideas as to how to deal with those challenges. No one in Acceleritis has the luxury of much time to spend on such thinking, so you can settle for brief flashes of the direction of an idea to be worked out in detail later. Making notes while they are fresh in your mind will be a huge advantage.

The older parts of the brain such as the amygdala are involved in the ego process, which keeps you out of the two higher states of consciousness, Observer and Flow. This ego process is driven by fear of failure in one form or another, and derives from excessive attachment, which itself is the product of past events perceived as failures that have not been fully assimilated as wonderful learning experiences. The Observer lens helps one float upward out of this debris and gain perspective on it. Then one can enter the Zone, typically in an activity one has practiced for a long time.

Best to all.

Bill