Posts tagged ‘communication’

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January 4, 2012

Listening Aids May Do More Good than Hearing Aids

Hearing

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Statistics indicate that about 1 in 10 people have some degree of hearing loss, with the prevalence of loss increasing to 3 in 10 over the age of 65. A major cause of hearing loss is thought to be loud noise from high volume music, children’s toys and industrial settings.  Safe and cheap ways to stave off the purchase of a hearing aid are wearing hearing protection in loud environments, turning down the volume and educating friends and children of these facts.

“Listening loss” is far more prevalent than “hearing loss.” About 80% of the population least prefers Auditory (listening) inputs, when taking in information. Is it any wonder that meetings are long and people don’t understand one another, when the “transmitting style” is Auditory and the preferred “receiving styles” areVisual and Kinesthetic?  Frequent mistakes are made in business and personal interactions when people have to act upon and pass on Auditory information, instructions and directions. Most students struggle in learning situations involving lectures with a minimum of things to look at and do, because the “teaching style” is misaligned with their “learning style.” The world would be more effective and peaceful if we were better listeners.

Listening Aids

Listening aids are Free. They improve relationship rapport, facilitate understanding, avoid costly mistakes and free up more available time. The practical neuroscience methods for improving listening skills shown below apply to 80% of the population. For those of you whose primary or secondary preferred pathway to receive sensory information is Auditory, you are already attentive and patient listeners, ask great questions, remember and trust what you heard and can read tone-of-voice to detect incongruence reliably; you think about the meaning of words and are good at crafting language for talks, presentations, contracts and copy.

  • Be More Visual: Look at the person in face-to-face situations. Comfortable eye contact communicates that you are paying attention. Observe their body language; what is it communicating? Take notes. Let the other person see your notes. Ask them to use a white board or flip chart or outline key points on a piece of paper. This helps understanding, because you are integrating a primary sensory pathway (Visual) with Auditory.

 

  • Be Less Visual: In a lecture situation or on the phone, close your eyes occasionally to remove visual distractions; this helps you focus on what is being said. You can still take notes with your eyes closed.

 

  • Be More Kinesthetic: Engaging in a physical activity, such as moving about respectfully or squeezing a Koosh ball while listening, may help you process Auditory information. You may offer to take a walk or share a meal with another person who wants to have a discussion with you.

 

  • Be More Auditory: Listen to the tone-of-voice. Is it in alignment with what is being said? Ask questions to clarify the meaning of what people are saying and any incongruence you sense between the words and tone-of-voice. Paraphrase what you heard.

In conclusion, “listening loss” is outpacing “hearing loss” at seemingly epidemic rates. The advent of smart phones with visual/kinesthetic texting, games, email and the internet seem to be further defocusing our attention from crafting and listening to the spoken word. Practical neuroscience methods easily and quickly improve listening skills, so we can have greater connectivity and richer relationships with people at home and work.

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December 7, 2011

Accelerate Team Learning With Practical Neuroscience

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One of the landmark references to “team learning” appeared in Peter Senge’s Fifth Discipline (1990), where he said,  “The discipline of team learning starts with ‘dialogue‘, the capacity of members of a team to suspend assumptions and enter into a genuine ‘thinking together’ …. [It] also involves learning how to recognize the patterns of interaction in teams that undermine learning.”  Let’s look at, explore and expand Senge’s concept of team learning in the light of modern and practical neuroscience.

Team learning, thinking and performance form a coherent trio of what a team strives to do together. Dialogue is a method for communicating with one another about topics, situations and challenges of shared interest. The goal of dialogue includes expansion of individual and collective knowledge. Effective and successful communication requires all parties to be willing to exchange information with an open and flexible mind.

True dialogue involves understanding diverse points of view rather than defending a position and attacking others. Suspending assumptions and judgment about what’s true or false and surrendering the personal need to be right allow team members to make a giant step toward consciously learning from one another. This applies both to one-on-one and “team” dynamics in your personal and professional life.

If the true purpose of dialogue is “learning and thinking together,” perhaps most communication exchanges do not fit this description. Think about how much time the people you live and work with spend in true dialogue. “Non-dialogue” communications involve telling people what to think, defending and attacking, complaining, providing irrelevant information and emoting with the sole purpose of protecting one’s ego.

True dialogue can be conducted in two forms:

Non-directive dialogue is when two or more people get together with no specific agenda or topic. They meet in a quiet and comfortable environment, free from external interruptions and sounds. The idea of non-directive dialogue is to expose subconscious thoughts about what may be blocking or limiting team success and to reveal opportunities for breakthrough thinking. The process can be awkward and painfully slow for newcomers; expert facilitation is recommended.  At least one hour should be allotted for a session; this can be a problem when people are focused on the clock and getting visibly productive work done. Non-directive dialogue is a powerful and transformative procedure for team members who trust one another, feel safe in each other’s presence, are daring and willing to be vulnerable, and have the desire to “leapfrog” team performance.

Directive dialogue revolves around exchanging information important to team performance, with the goal of building core competencies, creating and improving products and services, solving problems and making good decisions. This can occur in meetings, retreats, email exchanges, phone conversations and teleconferences. Directive dialogue sessions have great potential for leveraging team member’s know-how and decreasing communication time. Teams rarely think about aligning their people’s interests and competencies with subject matter and the best ways and times to communicate, but team productivity and performance will soar when teams develop and implement their communication methodologies.

The missing link for team communication success is statistically validated information about each person’s sensory and cognitive pathway strengths for learning, thinking and communicating. This knowledge helps the team communicate effectively with one another and leverages their collective brainpower for “whole brain thinking.”  Foundational practical neuroscience data on how team member’s brains are wired for success is the basis for exceptional team learning, thinking and performance.

In conclusion, dialogue, whether directive or non-directive, is the “high road” pathway for team learning and thinking success. It involves suspending judgment, opinions and positions.  Successful dialogue requires open and flexible minds to understand diverse perceptions, observations and thinking.  There is no right or wrong in true dialogue; what matters the most is the apparent best course of action for the good of the team and its stakeholders. All teams benefit from leveraging their brain strengths for communication success. Practical neuroscience methods such as these are the ideal solution to strengthen team communication and accelerate team learning, resulting in greater team success.

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November 16, 2011

Three Reasons Why People Talk More and Listen Less

Listen, Understand, Act

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Have you noticed that many people can’t remember what was said, interrupt others regularly, rarely ask genuine questions and generally have poor listening skills? Has attentive and respectful listening gone out of style since the advent of TV, computer technology, cell phones, texting and video games? I wonder if people were more “auditory,” from a listening standpoint, when distractions were fewer, people engaged in more mealtime conversations and radio was a bigger source of news and entertainment.

Our worldwide statistics show that 78% of the population least prefers to listen as a primary way to receive sensory information; these people prefer to take in information visually and kinesthetically. Why do people who least prefer to listen select talking as their preferred way to express themselves? Practical neuroscience and common sense reveal possible reasons and provide pathways to improve listening competencies.

Reasons Why People Talk More and Listen Less

  • Lack of awareness: I believe most people are unaware of how their poor listening skills negatively impact rapport, harmony and understanding others. Interrupting, “tuning out” others and raising one’s voice to get attention serve no useful purpose; hurt feelings often occur and important information is lost. As a practical matter, meager listening takes a steep toll on valuable time that could be used for other things. At worst, important relationships can be put in jeopardy and may crash. These factors are why people benefit from being informed of how their brains are wired to receive and process information. Practical neuroscience reveals our sensory and cognitive processing strengths, thus providing a simple recipe to communicate with others in optimal ways.
  • Busy Schedules: During an executive coaching session, I asked a person about his listening competency. His reply was, “it’s poor and I don’t care because I don’t have time to listen.” He went on to say, “I prefer to receive information by email, text and brief discussions when walking with a colleague to a meeting or during mealtime.” I asked him what impact his tactics would have on his morale and productivity if he walked in the shoes of his direct reports and peers.  He then asked how he could be a better listener; the Hot Tips (below) summarize what I suggested. Within a week of using these new “high road” listening tactics, this busy executive received positive feedback from three people saying they enjoyed working with him and it seemed like he was different person.
  • Maintaining Control: As long as you are talking, you don’t have to listen, answer questions or respond to other people. A higher form of talking is using language understandable to others, stating the purpose of the communication and asking questions to confirm their understanding. Listening requires attention, focus, personal involvement and feedback. Attentive and respectful listening sends a strong message that you care about the other person; talking, alone, may introduce an element of doubt about your intention and integrity.

Hot Tips for Being a Better Listener

  • Ask for the purpose and desired outcomes of the conversation.
  • Respectfully, set a time period for the discussion, if time is an issue.
  • Do not interrupt and impose your opinion.
  • Ask questions to gain clarity and understanding.
  • Listen for congruency of tone-of-voice and body language with what’s being said.
  • Paraphrase what you hear.

In conclusion, improved listening skills pay big dividends of relationship rapport, mutual respect, understanding others and making effective use of available time. Based on statistics, most people should talk less and communicate more visually and kinesthetically. Practical neuroscience methods are the ideal solution for “transmitting” information on the preferred “receiving wavelengths” of others.

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November 11, 2011

Practical Neuroscience Tools For Systems Thinking

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Peter Senge’s seminal work, The Fifth Discipline: The Art and Practice of The Learning Organization (1990) has been described as visionary and ahead of its time. We will revisit Senge’s foundational discipline – Systems Thinking – in the light of practical neuroscience.

Systems thinking, through my practical application lens, can be viewed as an integrated, “whole brain” approach to describe, analyze and solve business problems; build and leverage organizational core competencies; conduct strategic planning sessions and implement scenario simulations. The core methodology can be applied to practically any personal or professional circumstance.

This practical neuroscience process works well for a full day session with three or more people.

The Group: Stakeholders and subject matter experts form “the group;” they are open-minded, flexible and committed to learning from one another. A skilled, non-participating facilitator is recommended. The facilitator and group should know each other’s subject matter expertise and their sensory and cognitive strengths; this knowledge establishes mutual respect, facilitates efficient exchange of information and leverages the brain diversity of the group. These often-ignored factors can make a big difference in increasing harmony and collaboration, accelerating the process and achieving results beyond the most optimistic prediction.

The Environment: The physical environment helps establish a positive state-of-mind, comfort and safety. A large and attractive room, with temperature and light control and both informal and formal seating/working areas, is recommended. Beverages and refreshments are available at all times. The space is quiet and free from outside interruptions. White boards, flip charts, artist pads, colored pens and markers are available.  Table toys or props are available to help kinesthetic learners process information and express themselves. Internet connectivity, computers, LCD projector and screen are set up for immediate use. The room includes a sound system and CD’s for breaks and background music. Classical music is particularly effective for helping participants conduct high level cognitive thinking. These environmental factors are important for all meetings, not just systems thinking sessions.

Mind Mapping: Mind mapping activates and makes use of the visual cortex, a large and underutilized part of the brain. It may be the most effective learning and communication system available for meetings and work sessions. Mind mapping is faster, more fun and covers more bases than traditional outlining methods. Using the services of a skilled mind-mapper is highly recommended.

The Process: The actual process of systems thinking is easier than you may think when the above pre-planning steps are in place. The facilitator and mind-mapper explain the process to the group and answer questions. The group understands that all contributions are viewed as equally valuable and valued. What seems strange, goofy or out-of-place may very well be the tipping point for breakthrough insights.

Start with the Global Picture, addressing the context or big “chunks” that form and frame the systemic picture of the given situation. As an example, if the subject is “competitive positioning,” ideas that come to mind may be key words and concepts like strengths, weaknesses, reputation, customer perception, competencies, gaps, risks, obstacles, success and so forth. These key ideas and concepts spawn additional ideas that expand existing key concepts or establish a new component part of the “big picture.” These component parts are the content of the context. Eventually, a well developed mind map not only describes a situation, but also reveals pathways to the desired outcomes. This initial process occurs in an informal and casual setting with dim light and comfortable temperatures; this environment stimulates and supports creative thinking. Participants may close their eyes to think deeply, sit, stand, move about, doodle, draw or take notes on their sketchpads.   Research-based background music to play before and/or during these brainstorming segments includes  Tchaikovsky, P. (The Nutcracker Suite), Debussy (La mer or Prelude a l’apres midi d’un Faun) and Ravel (Daphne et Chloe).

The process continues until the active flow of ideas ceases. The facilitator and mind-mapper work as a  team to stimulate and document the group’s thinking. There may be multiple breaks to rest and reenergize between sessions. The resulting mind map will look like a giant tree with multiple trunks,  branches and leaves, constituting the group’s systems thinking output.

Examine how the parts may be connected and relate to one another. This is the sequential and logical process of systems thinking when the group looks for themes, patterns, pathways and relationships. Align and connect parts of the “tree,” using arrows, symbols and additional key words that add meaning and clarity. Number or sequence the elements that constitute action steps.

This sequential part of systems thinking is conducted in a formal setting with straight-back chairs, tables, bright lights and cooler temperature; these environmental conditions help keep the group focused, alert and on-task. The group may request that the mind-mapper redraw the initial mind map for communication purposes or further work.

In conclusion, the success of a systems thinking session is dependent on the diversity and mind-set of the participants, the physical environment and the use of mind mapping as a primary communication and learning tool. Diverse, knowledgeable and open-minded women and men can trust their collective brainpower to describe, analyze and solve any problem using these practical neuroscience methods.

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September 28, 2011

Recovering From a Crashed Relationship

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When a relationship with a loved one or someone you work with crashes, the effect takes a big toll on your mental, emotional and physical health. How many of these symptoms can you relate to? What others can you add to the list?

  • Thinking about the situation and playing it back in your mind more than 3 times a day
  • Avoiding contact or feeling apprehensive about the person
  • Finding yourself attacking and/or defending, rather than searching for a solution
  • Having difficulty focusing on your work and other relationships
  • Sleeping less and fitfully
  • Building your case that you are “right” and the other person is “wrong” or “off-base”
  • Experiencing lower productivity and getting fewer things done
  • Feeling a sore throat or cold coming on, new aches and pains

Are you so immersed and drowning in your thoughts and feelings, that you haven’t considered asking some questions that may lead you back to a better state of mind and being?

1. Do you want to heal and improve the relationship? If not, why?

2. What positive outcomes will occur when your relationship gets better?

3. Does the other person want the same or different things?

4. Did the collapse occur over time or instantaneously, without advance notice?

5. What are your insights on the factors that contributed to the collapse?

6. Are you willing to open up and share your thoughts and feelings?

7. How well do you both normally communicate with one another? Does it seem you are on the same or different wavelengths?

Many couples and people who work together are simply not on the same “wavelength” when communicating and processing information. They also are likely to have very different strengths regarding work, personal activities and how they go about solving problems and making decisions. These differences, if you are unaware of them, will inevitably cause conflict and frustration. Being aware of your differences is the foundation for an extraordinary relationship because you cover a wide range of diversity and experience you can tap into and leverage.

Here is a solid and safe approach to repairing the damage in a crashed relationship. Agree to a time and safe place when “cool heads” prevail. Share the discussion questions above in advance. Take each question, one at a time, and allow each other to express without interruptions, judgements or questions. Ask questions after each person completes expressing their thoughts and feelings. Acknowledge each person’s thoughts and feelings by paraphrasing what you heard, observed and felt. Consider learning how you both prefer to exchange and process information if you decide to build a new and better relationship. The author resource provides a helpful website to expand and deepen appreciation and respect for one another.

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September 1, 2011

Can Practical Neuroscience Methods Help Adults with ADHD?

High Dopamine Transporter Levels Not Correlate...

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A recent St. Louis public TV special on Adult ADHD stimulated my thinking about this rapidly growing phenomenon. My first reaction was that I possess several characteristics of ADHD and wonder what an accurate diagnosis would reveal. I then thought about people I work with who have one or more ADHD symptoms and are competent, accomplished and self-fulfilled individuals with successful careers and harmonious personal relationships. I have used practical neuroscience strategies for over two decades to learn and perform in areas I never thought possible. These thoughts gave me hope that self-help is possible for tens of millions of people suffering from this condition.

My questions are:

  • Can adults diagnosed with ADHD help themselves manage specific negative traits?
  • Is the rate of adult ADHD growing and getting worse, or are increased awareness of the problem and improved diagnosis methods, finally revealing a human condition that has been around for a very long time?
  • What effect does physical environment, the economy and world affairs have on this condition?
  • What, besides prescription drugs and psychotherapy, may help people with mild and severe symptoms?

The following is a short list of Adult ADHD symptoms and traits, which may become more manageable using practical neuroscience self-help methods. Severe behavioral symptoms that typically require a combination of prescription drugs and psychotherapy are not addressed here. The list is organized by the three commonly used ADHD categories. Following each trait is a summary of how self-awareness of sensory and cognitive thinking strengths and “blind spots” may provide some level of relief and increased performance.

Hyperactivity

1. Impulsive movement, fidgeting and touching things

A high percentage of the population is comprised of Kinesthetic learners. Their world revolves around physical movement, hands-on activities and how things feel. When Kinesthetic preferences are significantly stronger and more dominant than Visual and Auditory preferences, the Kinesthetic traits associated with ADHD become more observable and may appear extreme. This imbalance can be managed by strengthening the next strongest sensory pathway, Visual or Auditory. Jobs, household activities, hobbies and sports activities, requiring extensive use of Kinesthetic skill sets, are healthy and productive outlets for highly Kinesthetic individuals.

Impulsivity

2. Interrupting others

Most people are poor listeners and do not realize how little meaning they extract from what is said. Very few are able to detect underlying feelings and intention by listening to tone-of-voice. Talking over other people and interrupting is frequently an unconscious act of people with low Auditory preferences and can undermine relationships. When individuals know their Auditory acuity is low, they can improve communication effectiveness in conversations by merely being more aware that they are poor listeners. This shift in awareness actually improves their listening ability through focus on their “non-preference.” Paraphrasing what they heard, making comfortable eye contact and asking questions to gain clarity strengthen listening ability, while improving relationship harmony. Everyone can gain from these practical neuroscience communication methods.

3. Switching tasks rapidly

Some people’s brains are wired to think Globally, in terms of the “big picture.” They live in a world of possibilities and options and are comfortable with open-ended situations. They naturally tend to jump around from task to task, giving casual observers the impression that they are accomplishing very little. Global thinking people have much to offer the world, however, when it comes to identifying future solutions and outcomes for current situations in need of change. Individuals with this cognitive preference should align themselves with Global activities to make use of their strengths. Global thinkers should also consider seeking help with life’s practical matters from Sequential-thinking, trusted advisors.

Inattention

4. Time management and organization

Issues with time management and organization may share the same core cause as rapid task switching. Time management and organizations skills can be learned under most circumstances. This is where Sequential-thinking family members and co-workers can  role model and coach Sequential skills.

5. Work related mistakes and accidents

Every person has “blind spots” related to their least preferred sensory and cognitive pathways.  Decreased attention to these pathways means increased likelihood of mistakes and accidents. Examples include:

  • Low Auditory – may not hear something important
  • Low Visual  – may miss seeing something important
  • Low Kinesthetic  – may be physically awkward and clumsy
  • Low Sequential – may not follow logical steps or safe protocols
  • Low Global – may miss identifying possibilities and options when logic fails

Awareness of “blind spots” allows for increased focus, when the risk of a mistake or accident is highest.

It’s also advisable to have trusted friends “cover your blind spots” with their strengths.

6. Taking longer to complete tasks than others

This condition is common to all people, as a function of their sensory and cognitive thinking strengths and “blind spots.” You tend to get more, productive work done, when using your strongest and most preferred pathways. What most people do not know is that they can boost personal productivity by creating a physical environment conducive to doing specific tasks and activities. Examples:

  • Auditory tasks – quiet and interruption free environment
  • Visual tasks – organized, attractive, uncluttered environment
  • Kinesthetic tasks – comfortable environment that allows movement
  • Sequential tasks – formal environment
  • Global tasks – informal environment

Performing tasks in compatible environments often boosts productivity by 20% -60%.

7. Relationship conflicts

Nearly everyone has difficulty communicating with some of the people in their life. This is when his or her “transmitting style” is out-of-sync with another person’s “receiving style.” Some combinations of sensory sequence and cognitive processing style place a person at high risk to be out of alignment with a large percentage of the people they interact with at home and work. Knowing the communication preferences of others, allows adjustment of one’s “transmitting style” to their “receiving styles,” thus enhancing rapport and understanding.

In conclusion, you have nothing to lose by learning how your brain is wired to receive and process sensory information and by knowing your “blind spots.” These insights may be what you need to know to manage your ADHD symptoms, regardless of your diagnosis. You may be delighted and surprised by how much you can improve and achieve with self-administered and safe practical neuroscience knowledge and tools. Look online for trusted sources of statistically validated practical neuroscience assessment products like Brain PathWays™ to help you and your loved ones relieve Adult ADHD symptoms.

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July 5, 2011

Three Secret Hot Tips for Exceptional Rapport and Communication

Communication

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Nearly everyone desires exceptional rapport and communications with people they love and care about; this is the key to building successful and healthy long-term relationships. Professional relationships also require communication excellence to convey information efficiently and gain understanding quickly for people to do their jobs properly.

The core premise for exceptional rapport and communication is anchored in practical neuroscience. Achieving communications excellence requires attentiveness to everyone’s unique preferences for taking in and processing information. When you align your transmitting style with another’s preferred receiving style, you exponentially increase the probability for greater rapport and understanding. This is because people immediately become aware that you are on “their wavelength.” It is also important to respect the other person’s views, values and where they are coming from. These principles have enormous implications in all human relationships.

Hot Tip #1: Seek to understand before being understood

People relate to one another better when there is mutual respect and some level of caring about each other’s well being. In work situations, be sure to take the time to build sound relationship foundations, even if there are areas of disagreement and conflict. These foundations are particularly useful when time is of the essence to get things accomplished in stressful situations.

Interrupting one another to drive-home points-of-view, before paying attention and understanding each other, is a “dead end street.” Interruptions usually result in confusion, anger and resentment. It’s not necessary to agree with one another. Understanding respective positions, rationale and thinking, however, are required to co-exist peacefully. One can always find areas of commonality to move forward, no matter how far apart you may seem.

Hot Tip #2: Align with the person’s sensory and cognitive thinking preferences

Auditory learners prefer to listen and ask questions. Be sure to ask them to paraphrase their understanding of what you said; likewise, repeat back to them what you heard them say. They need quiet and interruption free environments to listen deeply and process what was heard.

Visual learners prefer to see instructions, progress reports and general information in visual form with a minimum of words. Use email, mind maps and white boards to convey key points. They prefer uncluttered environment to avoid distraction from what they are looking at.

Kinesthetic learners prefer hands-on interactions, when receiving and processing information. They need to incorporate movement and touch, when looking at or hearing about the subject matter. Provide for physical comfort, movement and frequent breaks.

Sequential thinkers prefer information presented in orderly, logical and realistic ways. They want facts, figures and data from reliable sources. Sequential thinkers prefer bright light and a formal work environment.

Global thinkers prefer the “big picture,” possibilities and options. They thrive in open-ended situations where they can use their imagination. Global thinkers prefer informal and unstructured environments.

Hot Tip #3:Match, Match, Match

Rapport language means specific types of words, which resonate with Auditory, Visual and Kinesthetic learners and Sequential and Global thinkers. Use the appropriate rapport language to match the preferences of others. To learn more about this, contact the author for a free, one-page Rapport Language List. The email link is on the Brain PathWays™ web site.

Vocal speed varies, depending on the person’s strongest sensory pathway. Pay attention to the other person’s vocal speed and match it respectfully, so they experience language alignment with you.

Body Language reveals what the person is experiencing and feeling. Imagine yourself as their dance partner. Be respectful and match subtly with similar, but not exact, movements. Make comfortable eye contact when eyes meet. Staring may make a person feel uncomfortable, whereas no eye contact may send the message that you are not interested.

In summary, secret hot tips for exceptional rapport and communication are simple and quick practical neuroscience methods that connect you with another person on deep and meaningful levels. These practices are based on conscious and respectful transmission of your message, in the way that the other person’s brain is wired to receive and process information most effectively. All personal and professional relationships you care about will benefit from these brain-based hot tips. The outcomes are always greater understanding, increased respect and enhanced ability to solve problems and move forward together.

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April 25, 2011

Help Wanted: Neuro-Magicians for the Century of the Brain

Merlin dictating his prophecies to his scribe,...

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Have you ever been intrigued by Merlin of King Arthur days, Harry Potter or Harry Houdini? Perhaps you are a candidate for becoming a modern day neuro-magician. Neuro-magician is a newly coined term inspired by one of the last frontiers in human development…”unleashing the power of the brain.” Very few people understand how their brains are wired or how to leverage their brain strengths to create solutions to their family, career, relationship, academic and life issues. Few leaders know the neuroscience principles of motivation, communication effectiveness, accelerated learning, productivity, creative problem solving and accurate decision-making. Most people do not know how to motivate themselves and others in healthy and sustainable ways. Practical neuroscience is the unrecognized solution to these vexing human and organizational problems that psychology and business models have failed to solve.

Who are the Neuro-Magicians?

It’s been said that magic and the supernatural are the “natural” not yet understood. Make no mistake, practical neuroscience is not a magical art, although the effects may seem that way.

Neuro-magicians are people like you, who are interested in creating a better life for themselves and others using brainpower. They come from all walks of life; there are no socioeconomic barriers. Neuro-magicians are role models, coaches, educators and practitioners of practical neuroscience. They are change agents, helping people and organizations solve problems involving prosperity, health, hunger, safety, the environment, personal growth and peace-of-mind.

What do they know and hold true?

Neuro-magicians know there are no secrets to utilizing practical neuroscience for a better life. The principles and practices of practical neuroscience are safe, available and transparent. Neuro-magicians know their sensory and cognitive brain strengths and “blind spots”, and they understand how to leverage their strengths for life success.They know focused and emotionally energized thought creates reality, and that joined minds sharing high values and common goals may be the most powerful force on earth. Neuro-magicians take care of their brains and bodies for sound health, clear thinking and cognitive agility. Most importantly, they know they can make a difference in their lives, families, workplaces and causes about which they are passionate.

What are the Levels?

  • Fledgling: Learn and use their brain strengths for a better life, ideal career, harmonious relationships and accelerated personal development
  • Advanced: Role model and teach others what they have learned in their family, social circles and workplace
  • Master: Teach and coach scientists, environmentalists, educators, politicians and leaders in all important fields how to manifest positive outcomes without doing harm to anyone using the principles of practical neuroscience. Master level neuro-magicians know how to integrate brainpower, quantum physics, imagination, intellectual logic, knowledge, experience, common goals, high values and effective action plans to achieve monumental positive outcomes to daunting problems. They help organize and facilitate groups of like-minded people to multiply their brainpower, thus forming critical mass for change.

In summary, the work of neuro-magicians may appear magical or supernatural because few people know how to leverage the power of their brains and the brains of their trusted advisors. Nearly anyone can become a neuro-magician and get immediate results. It starts with leveraging your brainpower strengths in your personal life. This knowledge and competency is then extended to your family, friends, workplace and the causes in which you are interested. You will be surprised at how very few people it takes to create a critical mass for positive change. Will you be one of the pioneer neuro-magicians in this Century of the Brain?

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March 23, 2011

Watch Sparks Fly Between Sequential and Global Thinkers

Sparks of fire

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Watch the sparks fly when people, having radically different ways of thinking, interact with one another at work, home and social gatherings. If your cognitive strength is Sequential thinking (e.g. logical and orderly), you likely perceive people with Global thinking strengths as impractical and unrealistic dreamers. If your strength is Global thinking (e.g. imagination and ideating), you may view and describe Sequential thinkers as unoriginal and tedious plodders.

The Destructive Sparks of Judgment

People having similar interests, goals and personality tend to attract one another. Interpersonal conflict occurs when people are not aware of each other’s unique ways to learn, think, work, communicate, solve problems and make decisions. This potential conflict has no boundaries. It occurs between spouses, family members, friends and co-workers. Love, friendship and common goals are not always sufficient for harmonious relationships.

All too often, people hold the opinion that the way they think and process information is the “right way” and perhaps the “only way.” The destructive sparks from people with diverse brain strengths clashing with one another can cause interpersonal conflict and stress. Clashes like this also limit the possibility of mutual understanding and growth. These are the sparks of judgment and closed minds. Left unattended, they result in divorce, wounded relationships and unhappy careers.

Subtle and Big Dangers

People having the same cognitive thinking strengths often get along with one another and experience high levels of rapport and agreement. Similar thinking strengths attract. The absence of “sparks” gives them a false sense of security that all is well and they are on the right path. The danger is that they may be operating in a lopsided cognitive manner and missing a whole brained approach to life and what they are doing together.

Sequential Cognitive Thinking “Blind Spots”

Sequential thinkers’ “blind spots” are what they pay least attention to and are the strengths of Global thinkers. Sequential thinkers tend to approach projects and problems in an organized and logical manner, overlooking the larger sphere of options and possibilities. Their focus and attention to detail, order, accuracy and timeliness shunts their attention from context, purpose and desired outcomes. While being highly productive and keeping within budget, sequential thinkers may not give adequate time thinking about the bigger picture, what’s changing in the world, optimum direction and best ways to proceed. They may miss seeing both risks and opportunities around them due to their “blind spots.”

Global Cognitive Thinking “Blind Spots”

Global thinkers’ “blind spots” are Sequential thinkers’ strengths. Global thinkers approach their personal and professional life from an orientation to the future. They live in their imagination doing creative problem solving, ideating new possibilities and inventing things. Global thinkers’ focus on future outcomes tends to isolate them from the practicalities of what needs to be accomplished to achieve the outcome they envision. Global “blind spots” include absence of time requirements, logic, orderliness, realism, identifying obstacles, getting other people on-board with their ideas and developing a comprehensive tactical implementation plan. Global thinkers have challenges getting single tasks accomplished with high levels of productivity.

The Challenge

The challenge is to acknowledge, respect and join global and sequential cognitive thinking strengths to create a “whole brain” approach. This applies to all human interactions from intimate relationships to entire organizations. Joining minds of diverse strengths is the key to creating positive and sustainable change through continuous improvement. The challenge involves suspending judgment that one way of thinking is the best way and to embrace brain strength diversity. Integrous people know and leverage their strengths and the strengths of others.

In Conclusion

People who know how to identify, align with and leverage each other’s brain strengths experience rapport and understanding. They solve problems, make sound decisions and move mountains. Brains working together collaboratively are like millions of spark plugs creating new neuro-pathways where every participant is a benefactor. The effect is radically different from watching sparks fly from people not acknowledging, respecting and leveraging each other’s brain strengths.

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March 16, 2011

Communicating on Their Wavelength: How to Connect With Kinesthetic Communicators

Talking while walking

Image by k_paulinka via Flickr

Do you have a spouse, friend or business associate with strong preferences for Kinesthetic communications? If you communicate similarly to them, you probably have some natural rapport based on physical action, movement and touch as a preferred way to receive information. If you prefer Visual (seeing information) or Auditory (hearing information) interactions over Kinesthetic, you and the other person may be experiencing strained and difficult communications. This is because both of you may not be receiving information on your preferred “wavelengths”, thus creating misunderstandings and frustration.

Everyone has their own unique and distinct preferences for taking in and processing sensory information, instructions, directions, requests and questions. When you customize and align your “transmitting style” with another’s preferred “receiving style,” you increase the probability for greater rapport and understanding. This neuroscience principle has enormous implications in all human relationships.

The following steps help you identify and connect with the Kinesthetic communicators in your life. Powerful neuroscience tools tune you into “kinesthetic wavelength” preferences to receive information, resulting in instant rapport, understanding and respect.

Step I: Identifying Kinesthetic Communicators

  • Strengths: Moving into physical action quickly, with a minimum of visual and auditory information; hands-on activities; operating vehicles, equipment and tools;“gut feel” for people and situations

  • Irritations: Physical discomfort; confined spaces; delays and obstacles; insufficient hands-on activities and things to physically do; long meetings with infrequent breaks; people who talk at rapid rates of speed
  • Enjoy: Hands-on activities; driving and moving about; building and repairing things; travel; sports; touching

Step II: Connecting to Kinesthetic Communicators

  • Universal Strategies: Seek to understand the other person’s point-of-view before expressing yours. Allow people to complete their thoughts and expressions before asking questions and trying to “second guess” what they are thinking. Make no assumptions and stay in the present moment. Keep an open mind.

  • Environment: Select a comfortable environment with freedom to move about. Kinesthetic communicators usually respond positively to taking a walk, playing golf, driving and mealtime communications. Having things to handle (e.g. koosh ball, models, table-toys, pens and pencils) facilitates their processing.

  • Primary Strategies: Kinesthetic communicators need to process what they see and/or hear with movement and physical action. Provide things to look at and touch. Combine walking, meals and field trips with discussions or reviewing materials. When pauses occur, allow time for “kinesthetic processing” (getting a feel for the information or situation.) Match their vocal speed; don’t talk too fast. Allow breaks every 20 minutes. Think: “What is their body language telling me? How can I incorporate more physical action into our communications?”

  • Use Kinesthetic Language: Kinesthetic communicators use and prefer language like: Feels good/bad. I have a gut feel about this. Let’s do it. I have a handle on this. Pull some strings. Get moving.

In conclusion, it’s easy to identify and connect with Kinesthetic communicators using simple and powerful neuroscience tools. This brain-based approach tunes you into their preferred “kinesthetic wavelength” to receive information, which results in instant rapport, understanding and respect. These principles and practices are applicable to intimate relationships, families, business, government and sales situations. How and what to communicate are two sides of the same coin. Most people focus on the “what” and wonder why some communications fail.

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