As we move along in the series of audio interviews with Dr. Bruce Lipton, we learn about the connection between human growth, people performance and organizational performance. Each audio is about 10 minutes long. A download link is provided for your convenience. Enjoy!
The second installment of the interview with Dr. Bruce Lipton makes the link between cellular and global intelligence and efficiency. Why is that important?
Look to your body to be the role model for how organizational intelligence and efficiency work. One drives the other.
Enjoy!
From neuroscience we learn that our subconsious drives 90-99% of our actions. From cellular biology we learn that our cellular intelligence is informed by our environment and our capacity to perform is driven by memories that were downloaded when you were between 0-6 years old. What this tells us is that we must change how we learn to release tacit knowledge and collectively achieve the highest level of innovation and creativity required.
Starting today, stay tuned for 6 segments of an interview with Dr. Bruce Lipton (www.brucelipton.com) who explains the link between subconscious beliefs and organizational performance. Todays explains how the human body is like an organization or company. Each audio is around 10 minutes long. The audios can also be downloaded at www.FromInsightToAction.com by clicking on Radical RetentionTM.
Recognition is growing that humanity is at a pivotal point of choosing whether we become victims of a fate we have created OR choose to evolve, expand our capacity and ‘create the world anew’ as Peter Senge put it. The intersection between personal and professional growth, is inseparable from our ability to create our future.
If we presume that people, including employees, want 3 things: 1) meaningful work, 2) control over our lives, 3) a sense of hope for the future, then the release of untapped human potential becomes inseparable from employee retention, creativity and innovation, and our collective ability to design the future of the world.
We are the ones we have been waiting for. The leadership required to create a future with hope lies within each individual. Are you willing to step up to the plate and find out what you can do?
With a group of my colleagues we have designed a radical learning program that goes to the heart of embedded belief systems and gives you, the participant, 13 modules stairstep and progressive to truly discover, uncover and release core talent and creativity held at the deepest levels.
We are looking for progressive companies to beta-test the program. Benefits to the company include: employee retention, reduced health care cost, increased innovation and creativity, reduced stress, increased productivity, productive communication and relationships, engaged employees.
Companies must be prepared to take steps to adjust their culture to receive the talent rather than repress it unknowingly.
Serious referrals only please contact Dawna Jones: 1.866.605.0880 or 604.605.0589.
In conjunction with the Dalai Lama's opening of the Center for Peace, Peter Senge spoke to the Vancouver Board of Trade September 7th. His talk was particularly of interest to me as I work to introduce a fairly radical learning program. My interest lies in transforming how we humans see reality so that the big picture and all of its component dots can be seen beyond the boundaries of belief and fear. The key lies in removing barriers to performance held within individuals and the companies they work for. I wanted to see what the current thinking was.
Peter mentioned the need for us to think more intelligently about being interdependent. Environmental issues and other global issues were once considered either peripheral or irrelevant have now become strategic. About 5% of corporate leadership grasps that yet it is 4.999% more than previously. As he noted, we have a way of self-reinforcing how we see reality which limits visibility.
Any conversations which take the discourse beyond investment and profit typically creates panic amongst business so he was very quick to head that off with a quote from Peter Drucker. Drucker said profit is oxygen to a business. Without it you are out of the game. But if you think your purpose is breathing you are missing something.
Good point.
He also pointed out that the rational mind is really not useful for life decisions or for identifying your aspirations, one leg on the mastery stool. Thought + feeling are what really matter. Purpose is your reason for being; vision is what you are trying to achieve. Physically, Dr. Senge pointed out that neurons cluster in the intestinal tract (gut feeling), cardial sac (lead from the heart) and spinal cord (spiritual/energy conduit). HeartMath has used this knowledge to effectively assist people in learning stress management techniques (my note).
One solution is dialogue. Converse stems from the Latin conversae whcih means to turn together (nice image!). Which leads us into social neurology and how the brain works in social settings. We each have mirror neurons which reveal themselves through the tendency to mirror the person we are conversing with. Daniel Goleman has done some work on this as an extension of his emotional intelligence work.
Peter also showed data re: global warming that was left out of Al Gore's film An Inconvenient Truth that starkly showed from 450 000 years of cycles that this one is not natural or normal. Put simply, even implementing Kyoto would not be enough to equalize the CO2 emissions fast enough particularly at the rate politicians grasp the reality. It would take 60-80% reduction world wide to achieve an equal state.
James Lovelock's book Gaia's Revenge presents a fairly doomsday scenario, and there were two points highlighed: 1) there is a delay between the what happens and when the impact is felt and 2) given the scale and speed of change Lovelock could not see how humanity could survive. His focus was on disaster relief as the earth adjusts to the change in temperature.
At the same time, we have no idea about our own capacity to create the world anew. For years Demming tried to get business to understand that you can not substitute external motivation for the joy of work. When extrinsic motivation is used than the glue that holds it together is the fear of losing it. fear is a motivator for really short periods of time.
My Summary: more than ever it is time to provoke our own growth to truly explore what deeply held talent lies within and turn it loose so we can collectively tackle what cannot be done alone.
It is amazing and wonderful to see how many more people have gotten caught up in World Cup fever than ever before...certainly in Canada. For example in 1998, the average Canadian weekday audience was 259,000. The first round of the tournament TSN''s top weekday audience was 842,000 for the Brazil/Croatia game (Globe and Mail, June 21st). The achievement and respect of Ghana and Cote d'Ivoire for their performance empowers their entire country as their teams return home to a heroes welcome. And so they should...
What does this mean to business? Business responses vary. Media coverage varies from detailing the loss of productivity in the billions in the U.K. to IBM's software lab in Canada piping every televised match to the computers of their 2000 workers.
Different responses reveal the different focus of employers. In the spirit of 'If you can't fight them join them', employers gain through employee retention (work-life balance), building morale and company loyalty and using soccer as a focal point for socializing and strengthening communication between workers who might not normally communicate with each other. The global migration of workers introduces cultural/social values that coalesce around soccer.
The other side of being proactive is resignation and the view that the whole thing distracts from more important business. With technology, employees don't need the approval of their employees. Workplaces viewing the World Cup as a distraction from productivity will create friction between those who care and those who might care less. Workplaces are all about the whole person now, not about part of them. The workplace and space that gets that employees perform well when this is recognized...win.
Performance-wise, an article in the New York Times dated May 7, 2006, pointed out that elite soccer players are more likely to have been born in the earlier months of the year rather than later. The question that Anders Ericsson, from Florida State University, asks is: 'When someone is very good at a given thing, what is it that actually makes him good?' His conclusion is deliberate practice, which could also be thought of as intentional practise, 'of setting specific goals, obtaining immediate feedback, and concentrating as much on technique as on outcome.' Ericsson's team of colleagues will publish the 'Cambridge Handbook of Expertise and Expert Performance' in which they assert that expert performers are made, not born. "I think the most general claim here, is that a lot of people believe there are some inherent limits they were born with. But there is surprisingly little hard evidence that anyone could attain any kind of exceptional performance without spending a lot to time perfecting it." The operative word is people believe. Free that belief and you can free limitation. A related conclusion in the article points out that 'when it comes to choosing your life path, do what you love, because if you don't love it you are unlikely to work hard enough to get very good.'
Watch Ronaldinho and the rest of the Brazil squad. Their passion for the game keeps them centered totally on the task of performing the technical skills, where they have mastery, while maintaining vision and focus. Sounds a lot like performance of any kind.
A gifted colleague of mine, Seann Sinclaire, recently alerted me to an interesting bit of scientific research published in Ergonomics, April, 1998 entitled, The impact of flicker from flourescent lighting on well-being, performance and phsyiological arousal.
Flourescent lighting in offices is like water in a tap. You take it for granted without totally appreciating the value. The kind of lighting employees are exposed to has a direct impact on productivity. The study basically stated that the flicker in flourescent lighting negatively impacts alpha brain waves...suppressing them.
Seann summarized the impact like this: 'Alpha is the normal 'parking' state of the brain and is necessary for the normal relaxation response to stress, creative thinking, and creative problem-solving or out of the box thinking critical in todays' business environment. The standard flourescent lighting therefore blocks or severely limits the ability of many individuals to access their creative problem solving abilities. This type of lighing is also inherently stressful because it interfrees with the normal arousal/relaxation response in individuals, and may result in adverse health effects when sustained on a long term basis."
We expect employees to engage and utilize innovative thinking while using lighting that suppresses the brain waves required. Hmm.....
Meanwhile, training is being blamed for poor performance. Most training, like 95-99%, aims purely at the cognitive absorption of concepts that do not deal with the environmental factors that support or limit achievement. When we 'fail' to produce innovative thinking, the focus gets turned to narrow down the source of the problem. In reality, creative problem solving, when applied by management would suggest exploring a full range of possibilities to include lighting, inspiration, receptivity to brilliant ideas in seed form.
To be the change you wish to see, you may have to get out of the office and into the sunlight.
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