Tag Archives: Observer State

What if your mind can actually do more tricks than you currently believe it can? Part 3

What if your mind can actually do more tricks than you currently believe it can? Part 1

Originally posted November 17, 2011

What is the value of an open mind?

The mind, like a reducing valve, closes down to keep out overload. In this so far 6000-year era of Acceleritis™, there has been a lot of shutting down, when openness without commitment either way would always have been the more careful strategy.

People in the cloak of Acceleritis feel proudly that they have been properly hard-nosed when they are unconsciously trying to simplify and don’t know it, so this hard-nosed stuff is merely a rationalization. They unconsciously don’t want to consider how much scarce mental bandwidth it might take to deal with the flood of hard questions that will arise in their mind if they were to actually try to keep it open on the huge issues of life — such as what is death — is there a universal consciousness and if so is it personal or something else — who are we, each of us, what are we, why are we here, is there a point to it all?

The first moment in life that Acceleritis takes over, when we are very young, is the moment that we turn off the wonder at these questions and decide to get on with life, without realizing it we have unconsciously made a set of assumptions about the answers to those questions. Our every action is decided based on those assumptions, and every instant of our life will be shaped by those assumptions.

What if your assumptions are actually less favorable than the true conditions of reality in which you might partake?

Game Theory would posit that you are better off trying to get away with the most positive view of life you believe is conceivable, until empirical proof drives you to dial that down a bit — if that ever happens; leaving open the possibility that things could turn out to be even better than that, or simply as good as that, and you might never have to revise your assumptions downward.

Game Theory would disapprove of starting out from the most negative assumptions possible. And yet Acceleritis hugely raises the odds that an individual will tend to shoot low when making these unconscious assumptions about the nature of reality, probably normatively before age 5 in our present culture.

This is because Acceleritis increases the daily sense that we are incompetent, as compared with days of yore, those halcyon days before written language let all genies out of all bottles, in a 6000-year cascade.

Yet more genies-out-of-bottles no doubt lie ahead. So the premise of our institute is that the human race had better evolve mental emotional software to finally conquer and cure Acceleritis, if not the unthinkably enormous capacity of the human race to invent tools/weapons/media.

Acceleritis is the trance-like accommodation the human race has made for its own over-inventiveness, since written language caused our brains to rewire themselves in a way that allows us to visualize spatially at the same time as we symbolize in ever more condensed packets, enabling levels of abstraction and logic that make geometry seem like child’s play. We never had this before written language because before that we could not see communication, except for the numinosity – communicating symbols earlier hominids must have had, such as the circle, triangle, and other “magical” archetypal figures.

Numinosity for all its importance is just a feeling, whereas abstraction as potentiated in our visually-dominant primate species by seeable language, is a tool. Acceleritis is all about tools — inventions — machines — weapons — media. Our mind could not make any but the most rudimentary tools, scarcely more sophisticated than the tools made and used by other animals, until we were able to see communication. Communication being the only way that ideas can be expressed. Ideas being what drive the making of tools/inventions.

Today we receive too many question-producing stimuli each day, which causes us at an early age to shift the big questions in life off the screen of our consciousness and onto the hidden screen of our subconscious/unconscious. There, decisions/assumptions made previously constrain our body’s and conscious mind’s alternatives considerably and we are unaware of it. Like slaves, or robots of a hidden master.

Observer state is when the hidden master is exposed and the whole self is there watching itself objectively.

Flow state is when all of those parts flow into automatic harmony with one another and the individual is transported into a special state of consciousness where numinosity or miraculousness is present although the experience does not have to feel spiritual. Most people have it a few times in a lifetime playing a sport, playing a musical instrument, making love, or having a transcendent experience seemingly out of the blue.

Again these two higher states occur when Acceleritis is cured temporarily — and for more evolved human beings, permanently. The Human Effectiveness Institute sees no reason why the whole human race cannot experience these states far more often, which would lead to greater effectiveness and far greater happiness and ultimately to peace among all peoples.

We come back to the question of an open mind. What is the value of it?
Game Theory says the value of not assuming negative conditions is great, no matter what game you play. Modern psychology finds this is scientifically accurate, not just theory. Our beliefs, perceptions, assumptions, expectations, intentions and other mental emotional stuff predict the outcomes of our actions, and our scores on games. This is validated science today.

Flashback: In college majoring in philosophy and minoring in psychology I am inveigled into an experiment as a subject. More than a dozen cards are being shown, and the subject is asked to remember the sequence the cards are in. Each time you try, you are asked whether you think you will make it in 10 rounds. You go ten times to see if by the final round you can remember the whole sequence — of course the cards are shuffled each time. Turns out afterward that the actual point of the study was to compare an individual’s prediction that he or she will succeed with their true success scores. They seemed amazed that I said ten times I expected I would succeed, and that I did succeed. I asked why that was so amazing and they said no one else thought they would succeed, although nearly half did.

Acceleritis does that to our self-confidence. We of course project confidence to the degree we realized how important it was to our standing vis-à-vis other people, that if we did not show more confidence they would walk all over us.

It probably was not like this before Acceleritis.

Now about the experiments that we will undertake next week in part 2 of this post.

You don’t have to believe in anything. In fact, that would bias the experiments. You have to set aside all beliefs — suspend disbelief — in order to start.

The object of these experiments is to level set reality — you reopen your mind to the existence of all possibilities, you strip away all hidden assumptions, and then allow reality to teach you what it is, without you imposing any restrictions on it.

Of course, what these actions do in your conscious mind has less effect on your subconscious mind than on your temporary conscious mind, and all of it can flow downstream rather rapidly leaving you back in Acceleritis. However, this does not in any way mean our intentions are futile. Quite the opposite. They just take time and repetition to sink in down below the quarterdeck. But sink in they do.

You can perform these experiments surreptitiously because there are no obvious outward manifestations. It is all going on within you. No one else knows what you are doing. You cannot lose face, so while you are still attached to that, it cannot distract you from the experiment. This is highly useful because distraction is the main means by which Acceleritis reduces our effectiveness. Any way distraction can get tuned down or nullified, use it, so that your entire mind is swept as if by a ring of brooms back from its diffuse expanse, into single-pointed focus.

The stage is now set and we hope you’ll come back next week to try our incredibly easy and vitally important experiments that will help you level set your reality.

UPDATE to this post:
Watch a 3.5 minute video I made about my theory of Acceleritis.

Best to all,

Bill

How Acceleritis Affects Organizational Effectiveness

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Originally posed November 10, 2011

The metrics used today to judge the effectiveness of organizations are primarily stock prices and their direction in context of the market condition. This is supposed to reflect the equity of the brands in the stable of the organization. It is therefore all built on the fuzzy perceptions that people collectively share, of individuals, brands and organizations. However we think most of the judgments made of which organizations are high performing based on stock prices and general fuzzy perceptions, are largely accurate. We hypothesize that human beings have sufficient intuition and intellect to quickly see a team that works well together and to see the opposite. This post offers a few thoughts on how to move your team toward higher effectiveness in terms of these economic metrics.

You’ll recall my hypothesis explaining the increasing inability of the human race to be effective in managing its world: the acceleration of information racing into the brain per average day.

No one can deny there has been such an acceleration whether or not you buy my method of reaching that hypothesis.

Is there a reader who would argue that the human race is just as effective in managing its world today as it ever was, and that the human race is as effective today as it ever can be? You may be right (if “you” exist) but that is a self-limiting thought. This meme can spread like a virus through our biocomputers – and it has. Defeatism, and self-limiting self-fulfilling prophecies have been observed being inculcated in children by pessimistic parents, and the children then perpetuate these self-put-downs and everyone-else-put-downs for the rest of their lives, passing it on to their children, and so on down through the centuries.

Has there ever been a time when no one could think up a new idea to restore equilibrium to the perilously-wobbling globally interconnected economic system?

Of course, we never had such a precariously interconnected system before. The challenges of our own making have escalated due to tool making and invention. This and media are causal drivers of acceleritis in the first place. A secondary hypothesis posits that the three main causal drivers of acceleritis are written language, tools/weapons, and media.

These are three historic shocks that have created the modern trance. (pre-publication monograph available to other researchers in this field.)

The word “trance” implies hypnotism or drugs or a mental state brought on by high fever – characterized by a reduced level of functional effectiveness, especially in terms of complex challenges. EOP (Emergency Oversimplification Procedure) is my name for the state caused by Acceleritis™. Like a trance of any other kind, EOP reduces our functional effectiveness as compared to when we reach two higher states, Observer state and Flow state. The vector that best describes the continuum formed by these three states of waking consciousness is non-distraction: distraction brings the mind down to EOP; and perfect singlepointed focus where distractions are automatically mentally controlled, yields Flow state, Observer state being the doorway to Flow state. The message inherent in these hypotheses is that we must as a race and as individuals learn to stay focused through complexity. This is the purpose of The Human Effectiveness Institute and the psychotechnology toolware we are creating.

How do organizations actually function today, under these widespread conditions of acceleritis and EOP? For a moment, contemplate government. Then, for a moment, contemplate your own organization. What behaviors and outcomes can you see that are consistent with this hypothesis?

The flow of communication in organizations is extremely non-optimal in most cases I’ve observed during my 30 years of consulting for hundreds of Fortune 500 corporations.

As information moves upward in the typical organization today, much information is purposely hidden. The motivations are primarily fear, and secondarily lust for success – not necessarily greed, because that implies people already have the basics covered, which is not the general condition today.

Workers tell certain things to their managers, hiding their mistakes and also hiding bits of information they sense could be useful to them more when the timing is right and they’ve thought it out to the end of the logical stream. “Wisely” they do not want to blurt out ideas that could be powerful and could also be stolen and used by others to gain the power that the individual lusts for. Alas this “wisdom” (actually cunning) serves motivations that are conditioned rather than consciously chosen. Acceleritis is what has conditioned people to “not have time” to fully contemplate their lives and so they are just rushing through it, trying to keep up, and oversimplifying everything as much as possible. Black and white jumping-to-conclusions is one common tactic for keeping things as simple as possible. None of these acceleritis-driven behaviors (information blocking, black and white thinking, rushing) are conducive to being a high performing individual in a high-performing organization.

Information blocking then continues as information flows upward and across an organization. Managers tell directors what is beneficial to the managers. Directors tell officers what is beneficial to the directors. Officers tell the CEO what is beneficial to the officers. Information becomes overladen with this spin and that, with specific people in the organization taking credit for certain spins and where they should lead, so that they will be promoted if the course is taken and works out. These behaviors trace back in the evolutionary dawn to the level of brain development in the reptile stage. Territoriality and pecking order start even earlier and are exalted in this stage. Mammals and humans have more corrugated cortical tissue and the potential to understand nobility. Nobility mediates selfishness to create an individual in tune with others, and thus able to lead. However nobility is a high level of further human development not inherent in the acceleritis shaped civilization we have built. Nobility must be achieved by bootstrapping oneself out of acceleritis driven EOP and into Observer state in order to clear the mind of its own distractions and robotical behaviors, at which point periods of the highly-effective Flow state occur naturally.

The same is true with organizations. The thing that obstructs information the most is lack of direct contact between the top and bottom of the hierarchy. One deals mostly with peers and superiors. The King/Queen does not disguise himself/herself to go among the people to learn what is really going on. When this occasionally happens “accidentally”, so much is learned it inspires creativity throughout the organization.

The larger the organization the more levels and therefore the more filtering of information for selfish reasons. With companies and governments getting larger and larger, acceleritis continuing to accelerate, the harm of organizational bigness is exacerbated. Plato reasoned that a utopian community could consist of individual groupings of people not larger than 1000 persons, because everyone could stay in touch with everyone else. Above that it would not be optimal in effectiveness because communication would break down and selfish interests would tear it apart. Whether or not he got the magic number right, his prediction has certainly been borne out. The larger the organization, the more important that the leaders find a way to stay in touch with people at all levels of the organization, as many as possible.

One method of encouraging people to share their ideas early so that more minds can work on them sooner is to develop a culture that rewards people for their ideas with immediate positive recognition.

Fear can also be minimized in an organization by a culture that provides constructive feedback in a supportive manner, and never creates a mood suggesting impending punishment and disgrace.

A sense of safety and collegiality makes a team more likely to perform in Observer state, where objectivity and search for clarity are the mood, and there is no compelling emotional tug of war between one outcome and another. In this state, which has been called the basic professional state (Ichazo), wasteful movements are minimized, and people keep their eyes on the real priorities from second to second. There is a relative absence of fear and other negative emotion, as people are not attached to getting recognition, nor fearful of sounding stupid, because this has been the context that management has successfully inculcated.

Leaders need to be role models and this is the strongest form of training. Aplomb is the operative word. Merriam-Webster definition: “complete and confident composure or self-assurance: poise.” Poise sounds more like something one is trying to project. In my mind, aplomb beats poise just because aplomb counter-suggests that the person is striving to portray an image. Instead, to me, aplomb evokes an image of a lead plumb bob hanging down perfectly steadily. That is of course where the word came from, French a plomb, “according to the plummet” (plummet=lead plumb bob in modern parlance). A person in equipoise, not needing to prove anything to anybody, incomparably fearless, palpably unflappable. At rest like a plumb bob but ready to move in any direction responsively.

People, especially leaders, like to show confidence. But in doing so sometimes they show a lack of aplomb either by fleeting angry expressions, trying to make a joke, scratching themselves, or any of a number of other obvious clues including just their apparent tension. This shows the confidence is just a façade. People around them know what it is without necessarily putting it into words in their mind. They know the leader is not truly confident but that it’s just an act. This does not attract real supporters.

If the team does not have total confidence in the leader, their acceleritis will immediately leap them into a mode of performance that is sub-optimal for the organization, where they will be in a mood of self-protection rather than a mood of teamwork, solutions and success. If it is not gamelike, if it is not play, if you would not be doing it except for the money and where it might lead you, you might get through the day but Flow state will be a rarity. Your team needs to see that you are enjoying every minute of it so they realize this way would be more fun than the way they usually get through a day.

Acceleritis is the great enemy of aplomb. Imagine a higher being – God if you wish – or simply a being that is to human beings what human beings are to viruses – a scientific possibility in the viewable universe of billions of galaxies. Somewhere right now such a being probably does exist. Imagine that being is the soul of aplomb. What does she/he have to worry about? Phenomena such as acceleritis and EOP cannot take hold in the mind of such a being, its intuition and intellect — being at far higher bandwidth and information processing power than we operate at — can see through such traps of the mind while we as yet cannot. At least until the individual discovers this truth for herself/himself and begins to work consciously on seeing the EOP trap and subtly sliding around it again and again back into Observer state, every minute of the day, every day, and brings it under conscious control such as a higher being could do far more quickly and easily, with no practice needed.

We Earthlings do need constant practice if we are to make our minds fully conscious of what drives us and therefore in control of that whole process. That’s just where our current bandwidth is at. Comes with the package, the brain as it is today in evolution. Software that has been pre-programmed into our minds before we ever knew to think to ask for a choice about which programming came in and which stayed out. By the time we are five there have been over a billion neuron connections wired into our brain simply by our experiences. The brain automatically learns, and some learnings are actually incorrect — they make wrong predictions about what will be successful, yet they exist in your brain as having power over you to force you or impel you into unthought-out actions that have the apparent safety of being exactly the same thing you always did before in such a situation.

This is conditioning. Conscious choice is preferable to being a robot driven by your conditioning.

It’s not what you have to learn. It’s what you have to un-learn.

Imagine how manicky you and I must seem to a higher space being of true aplomb. Racing around to get things done without the perspective of how unimportant most of these things are in the Big Picture, although we are anguished by them at the moment.

When the EOP caused by Acceleritis™ is stripped away, and the person spends more time in Observer state, where fewer and fewer things can press her/his buttons, the individual exhibits true aplomb, signaling true inner freedom from attachment to anything. True fearlessness with regard to whatever could happen, including death. This is not a common state for human beings today. However, we do see this aplomb in sages, saints, “great men” and “great women”, performers of all kinds from athletes to entertainers to public speakers/politicians – very rare in the latter category, though some of our presidents have had aplomb at important turning points in history, and great deeds emerged from this cocoon.

Your team gets closer to aplomb when you have created the right atmosphere, and provided the right role model. They are less obsessed by the petty little personal biases, ambitions and other stuff that a typical team is totally immersed in and can’t see past. This is not coming from their essence as a person but from the acceleritis buildup of conditioned robotic behaviors driven by powerful neuron clusters in the brain. A person who is not aware of this syndrome can obviously do nothing to counter it. Those who have achieved aplomb have done so consciously, having discovered the inner software and reprogrammed it over time.

Aplomb at its highest level exists because the individual identifies not with the body you see standing there before you, but with the entire universe including the parts unseen, and so has nothing to lose. In India and throughout Asia, this ultimate aplomb is also known as enlightenment, liberation, equipoise, and by other names, and those who have achieved this ultimate aplomb are known as gurus. Real gurus are very rare even in the East, although those on the path to guru-ness are a much larger number. In our blog we are constantly offering suggestions toward a degree of guru-hood for all of us some day in the perhaps not-too-distant future. Science and our own Will shall determine the speed of getting there; however, I hypothesize it is in fact our destiny to all rise to this higher level, or Flow state, through long practice maintaining Observer state from which Flow eventually springs.

Ultimately, organizational effectiveness will be exponentially increased as a result of most of us spending most of our time in Observer/Flow states. This will have a hugely beneficial effect on government, the economy, levels of happiness and quality of life.

Best to all,

Bill

Follow my regular media blog contribution, “In Terms of ROI“ at MediaVillage.com under MediaBizBloggers.

Make the Best Use of your Fine Brain

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Originally posted October 20, 2011

Even Bill Gates could not afford to buy this supercomputer. That is, if we could make one. The more science discovers what our brain can do, the more respect one has to have for the “random forces” that supposedly “collided” to make this brain.

On the other hand, those forces might not have been random, and may have been far smarter even than this fine brain you and I have.

As the ancient texts of India, all religions and esoteric schools, Jung and many others have postulated, we all appear to be connected somehow. Perhaps where we are all connected is the sum of everything, itself a brain made out of energy, manifesting to our senses as a three-dimensional material universe. But perhaps if our senses were cleansed of cultural conditioning, they might be as remarkable as our brain is, in the more complete universe they might then show us.

Although our cultural perceptual filters keep us from noticing, our fine brain gives us foreknowledge of certain events. Recently replicated experiments have shown that samples of college students, and occasionally other/broader population samples, can guess what the next image on a screen is going to be, even though that image is randomly generated. In other words, nobody can know in advance what that next image is going to be, not even the computer which is selecting the image, were that computer self-aware, even it wouldn’t be able to know which image is going to pop up next.

Typically a choice of perhaps five classes of images is offered, and the subject has the task of guessing which of the five categories the image is going to be in. If the guesses were entirely random, studies like this would show that the average subject is right 20% of the time, in the six-figure sample sizes now cumulated for this kind of research. Instead of 20% right guesses the average is 21-22% in the typical study, and with certain population segments such as meditators and monks the levels go higher.

Read Dean Radin’s The Conscious Universe (yes he came up with the same phrase as I use in The Theory of The Conscious Universe) for science’s current tallies of sample sizes, numbers of studies, and exact odds against the results being a result of chance, for the main classes of ESP — telepathy, clairvoyance, precognition, and telekinesis. In short, the evidence is in and the odds of these phenomena being explainable by chance is in the millions to one and sometimes higher. Major universities are involved in this research, as well as the military.

You too have these powers. But you probably ignore them all too often, goofing when you knew an instant ahead not to do a certain thing but ignored the hunch, and thus goofed.

Meditation, contemplation, and any other form of focusing the mind appear to be associated with success rates across the studies higher than the 21-22% average.

Some of the techniques in my book are gamelike. For example, here are some ways to enjoyably get the highest performance out of your fine brain, not only in terms of getting a lot more out of your intuition as we have just been discussing, but in every area of your functioning — intuition, intellect, feeling and perception (Jung).

It’s Always a Good Time for a Mind Cleanse

When you have nothing else to do, enjoy an interesting mind cleanse.

Give your self a report (I know “yourself” is one word, but you look at it differently when it’s two words.) How are you feeling? Everything great? Any complaints? Good. The fun is in the complaints. That’s where it’s interesting, and we can use the fine brain for its supreme problem-solving prowess.

Start to enjoy the way you no longer waste time on your supercomputer. You appreciate the great feats of which it’s capable therefore you wouldn’t think to burn minutes of its time in simple whining, playing old tapes, running on unconscious autopilot rather than the conscious Flow state kind, or whatever else diminishes the functioning of your fine brain.

It aids the focus to have paper and pen/cil, feeling free to draw or write whatever one feels like without having to make it neat or to conform to any rules whatsoever.

Sometimes you see your self drawing schematic diagrams with arrows and circles to depict some phenomenon that you would rather not have in your life. Let your self go, knock your self out — you will definitely learn something practical out of contemplating whatever is going down on paper or just flowing through your head. Pay close attention as if you were a detective studying someone else, not your self, someone you had never seen before — look with new eyes, willing to strip away all the old rhetoric about your self and opening your mind to reconsider everything — no buttons locked down on the keyboard.

Another thing that will happen is that you will start making a list. This is when there are so many things going round and round in your head they just are dying to leap through the ink onto the paper, so you let them. You may see a mix of relationship challenges and shopping lists. That’s okay, all of them have some level of importance in cleansing your mind. Just when they stop flowing freely for a minute, put priority numbers next to them and eventually you will have it as a list in your computer that will be in priority order, and probably in categories to keep the shopping lists out of the life changing hypotheses.

Go into it with the conviction that there are always solutions — even if you are acting to some degree, do it experimentally to see what the true results are in your case. Your fine brain got you into this, it can get you out of it.

On the other hand, also leave open the possibility that this thing you are trying to get to stop happening in your life, make believe for a few minutes that you could get to like it if you looked at it differently and performed differently when it is happening, and that it might be happening for a good reason — perhaps you even caused it by something that you wanted.

Look at the situation from as many points of view as possible, keeping an open mind.

Recognize your own powers without exaggerating them. How can you use whatever control you do have over the situation to gently nudge it a step at a time into the comfortable sustainable zone?

You don’t have to solve every challenge in one sitting. Just keep creatively attacking your list with strong intention and solution orientation every day — glance at yesterday’s list and then put it out of your mind. Go do something else until you feel a flow of ideas and then if possible get writing implements and seal your self off from any possible interruption to the extent that you can do so even for a very short time — take a biobreak if necessary to escape from the world for a few minutes.

Today’s flow of ideas might or might not have anything to do with yesterday’s list. If you find your self impatient for instant dramatic solutions, add that subject to the list. The highest part of you knows intuitively that dramatic sudden improvements are rare, and that some lower part of you is being childish. The goal is to move your center to the highest part of you at all times.

Let’s take the happy assumption that you, my special friends to whom I send this weekly missive, already know all this and therefore you don’t have anything to complain about. These same mind techniques apply to you too, because you have a purpose in life, currently expressed as a job (or sideline), in which these techniques of focusing make you more effective and give you more pleasure while you creatively make a success out of your business/profession, volunteer work, parenting, lovegiving, caregiving work, or other life activity.

In that sphere, the same sense of solution orientation applies just as strongly. Most companies and the people in them, and most other teams as well, spend too much time in problem definition, which is not as much fun as shifting more time to solving the problems (which is of course also more productive). Solving problems is fun. When they are not your own problems it is even more fun.

I was a consultant for many years. It was tremendously enjoyable. Always being creative about someone else’s problems — and even getting paid for it! However you do it, solving problems is fun. Because of Acceleritis™, we often have to remember to enjoy it. We get sucked into “our problems” like a horror movie, as if morbidly fascinated, and then hypnotized into taking it all too seriously, getting too attached to certain outcomes, generating that unhealthy and torturous thing called negative emotions.

As a consultant and in whatever position you’re in professionally, your fine brain yields the best results if you “think about the client’s whole business, not just the one department he/she wants your help on.” Broaden your perspective as much as possible while focusing all of your attention on it. As you get better at this, singlepointedness comes easily and naturally to you, words in the mind come infrequently and this speeds up the flow of ideas as you see in your mind’s eye fleeting images that race by and change much faster than you could explain the logic to your self by use of words in the mind.

It’s in this wordless observer state that you’re likely to experiences periods of Flow state. In these higher states that Accelertitis suppresses, hunches are far easier to pay attention to, because the Acceleritis-driven words in the mind no longer distract attention from the subtle and often fleeting appearance of a hunch in the mind. I use the word “fleeting” repeatedly here because it is a genuine characteristic of the phenomenon. Hunches and Flow state ideas both come at speeds that in any other state you would have an impossible time keeping up with. This suggests they are probably always there — even in EOP — except they are drowned out from attention by being too subtle for the grosser state you are in when in EOP.

Another key point of these techniques is prioritization, mentioned briefly above and deserving of more emphasis. You cannot be singlepointed if you are distracted knowing you might not be working your fine brain on the optimal thing at the moment. So always know the optimal sequence based on how much of a positive difference you can make in the world at any given point in time. You might be seen as a person who takes a lot of bio breaks, but there are worse things. 🙂

Best to all,

Bill