16097Re: Executive meditation
- Mar 6, 2008--- In email@example.com, medit8ionsociety
>Thanks, Bob. Great stuff.
> --- In firstname.lastname@example.org, "Jeff Belyea"
> <jeff@> wrote:
> > 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."
> > WOW!
> And my intuition tells me that Papajeff
> 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.
A while ago I read about
a team of Marines being
trained to trust their
gut instinct - obviously
for use in battle situations.
One of the Marines mentioned
the stock traders on the
floor of the mercantile
exchange on Wall Street, and
how quickly they must make
stock buy/sell decisions.
The Marines were sent to
New York to be trained by
the stock traders. In a mock
contest,the seasoned stock
traders easy defeated the
Marines in correctly picking
The Marines invited the
stock traders to their
war college. The Marines
trained the stock traders
in some of the strategies
and tacics...and the games
The stock traders clobbered
the Marines. They have
learned to trust their
gut instinct so well, that
this parallel situation
called upon their intuition.
- << Previous post in topic