16096Re: Executive meditation
- Mar 6, 2008--- In firstname.lastname@example.org, "Jeff Belyea"
>And my intuition tells me that Papajeff
> Just uploaded a file
> about the "Living @ WOW!
> seminars I have been
> presenting - for corporate
> clients. Note the portion
> on "Executive Meditation".
> Harvard study says, "The
> two most important tools
> for the 21st century executive
> are intuition and meditation."
posting the availability of his seminar
is one of those "right thing at the right
time" kind of things is further confirmed
by the todays posting of this article in
Medical News Today:
Intuition Is More Than Just A Hunch,
According To Leeds Research
Most of us experience 'gut feelings' we can't
explain, such as instantly loving - or hating
- a new property when we're househunting or the
snap judgements we make on meeting new people.
Now researchers at Leeds say these feelings -
or intuitions - are real and we should take
our hunches seriously.
According to a team led by Professor Gerard
odgkinson of the Centre for Organisational
Strategy, Learning and Change at Leeds University
Business School, intuition is the result of the
way our brains store, process and retrieve
information on a subconscious level and so is a
real psychological phenomenon which needs further
study to help us harness its potential.
There are many recorded incidences where intuition
prevented catastrophes and cases of remarkable
recoveries when doctors followed their gut feelings.
Yet science has historically ridiculed the concept
of intuition, putting it in the same box as
parapsychology, phrenology and other 'pseudoscientific'
Through analysis of a wide range of research
papers examining the phenomenon, the researchers
conclude that intuition is the brain drawing on
past experiences and external cues to make a
decision - but one that happens so fast the reaction
is at a non-conscious level. All we're aware of is
a general feeling that something is right or wrong.
"People usually experience true intuition when
they are under severe time pressure or in a situation
of information overload or acute danger, where
conscious analysis of the situation may be difficult
or impossible," says Prof Hodgkinson.
He cites the recorded case of a Formula One driver
who braked sharply when nearing a hairpin bend without
knowing why - and as a result avoided hitting a pile-up
of cars on the track ahead, undoubtedly saving his life.
"The driver couldn't explain why he felt he
should stop, but the urge was much stronger than
his desire to win the race," explains Professor
Hodgkinson. "The driver underwent forensic analysis
by psychologists afterwards, where he was shown a
video to mentally relive the event. In hindsight he
realised that the crowd, which would have normally been
cheering him on, wasn't looking at him coming up to the
bend but was looking the other way in a static,
frozen way. That was the cue. He didn't consciously
process this, but he knew something was wrong and
stopped in time."
Prof Hodgkinson believes that all intuitive
experiences are based on the instantaneous evaluation
of such internal and external cues - but does not
speculate on whether intuitive decisions are
necessarily the right ones.
"Humans clearly need both conscious and non-conscious
thought processes, but it's likely that neither is
intrinsically 'better' than the other," he says.
As a Chartered occupational psychologist, Prof
Hodgkinson is particularly interested in the impact
of intuition within business, where many executives
and managers claim to use intuition over deliberate
analysis when a swift decision is required. "We'd
like to identify when business people choose to switch
from one mode to the other and why - and also analyse
when their decision is the correct one. By
understanding this phenomenon, we could then help
organisations to harness and hone intuitive skills
in their executives and managers."
Article adapted by Medical News Today from
original press release.
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