Showing posts with label Miscellaneous. Show all posts
Showing posts with label Miscellaneous. Show all posts

Your boss just doesn't like you. Now what?

Strategic Management in Policing

Strategic Management in Policing: The Role of the Strategic Manager

By Kim Charrier, Strategic Manager, Phoenix Police Department, Arizona

Strategic management is a process by which managers choose a set of actions that will allow their organization to attain one or more of its long-term goals and achieve superior performance.

 Successful police executives are driving organizational change through strategic management-an ongoing process that seeks opportunities to enhance operational efficiencies by identifying internal issues and external influences that hinder organizational sustainability. It focuses on management's responsibility for implementation to create a customer-focused, high-performance learning organization. Strategic managers integrate strategic planning with other management systems. 

Executives know that community policing, external and internal environments, political influences, homeland security, and new technologies are molding the profession into a more engaging system. Today, policing has evolved into a highly complex structure that requires dynamic leadership paradigms and an organization that is adaptable to a fast-paced world.
To be successful in today's law enforcement environment, police executives must set the course with strategic management. Known as the "institutional brain" of a modern public organization, strategic management takes into account systems-thinking approaches while tapping into human emotions that drive organizational change.1

Strategic management is a systems management approach that uses active leaders in the organization to move change across organizational boundaries. A small team of personnel is assembled to analyze operational functions, identify inefficiencies, review systems integration, and detect gaps in management communications that hinder performance. In identifying organizational barriers, whether they are operational or caused by human dynamics, strategic managers are able to recommend strategies to the police executive to improve operations and quicken transitions, while working with managers to soften human resistance to change.

Although the police executive has the vision, the role of guiding the agency toward organizational renewal and change is the responsibility of all managers. Major transformation in an organization cannot rest with one individual but should be guided by teams under the direction of strategic managers. Police executives should scan their talent pools for command and support staff members who have the expertise, credibility, and competence to get the job done. Working with the chief executive and top managers, strategic managers assist in expediting change by educating, training, and marketing the reasons for change to management staff to make the vision a reality.

 Impediments to Change

 Police chiefs are expected to implement theoretical frameworks that support contemporary leadership models such as learning organizations, enlightened leadership, or the consensus model. Although most police executives would agree with the argument for developing more adaptive organizations, they realize that the difficulty lies in implementation and the ability to affect the behavior and attitudes of managers to facilitate change.

As leaders define the vision of the police agency, they must also identify mechanisms to drive change. One important aspect often overlooked is the potential utility of the managerial influence in the organization. Managers interpret the vision as expressed by the chief and will choose either to accept or to reject it. The managers then communicate the vision, in either a positive or a negative manner, to employees.

Police executives recognize the fact that first-line supervisors are responsible for implementation and ensuring policy compliance of the operational units. However, if the middle managers are not properly prepared and informed by the executive, they will fail to provide supervisors with the rationale for organizational renewal, hampering implementation by the supervisors. It is important to recognize that the rate of change is not primarily driven by operational procedures but rather by the emotional commitment to, or ownership of, the vision. Middle managers must excite change in supervisors, and this can only happen when the middle managers believe in the vision and are excited about the change. 

To offset these challenges and to help the chief transform vision into actual practice, police executives are turning to a strategic manager. The strategic manager provides the chief with a person who serves as an instrument to navigate the human side of change, while using strategic planning as the tool to drive new operational functions. In this manner the strategic manager becomes a resource for all levels of management to help them institute change and keep the excitement and momentum of the change moving.

How a Strategic Manager Can Work for an Organization 
 
The key purpose of strategic management is to enhance the organization's performance by establishing operational strategies across organizational boundaries while addressing employees' resistance to change. Core competencies require the strategic manager to do any of the following:
  • Conduct research to support and coordinate the department's strategic plan
  • Identify adjustments in organizational designs
  • Identify potential barriers or gaps created by human system resistance
  • Monitor and assess departmental progress toward strategic planning goals
  • Serve as the department liaison with external stakeholders in planning projects
  • Review program research to determine applicability to departmental needs
  • Identify proactive approaches to issues through trend analysis and predictive indicators
  • Work to drive organizational change through marketing and educating personnel on best practice methods
  • Assist middle managers in navigating the change process
  • Enhance efficiency by evaluating operational systems across organizational lines
Strategic managers, working as a team with other agency managers, can help top management drive cultural change. The configuration of the strategic management team is dependent upon the complexity of the change and the organization. In smaller organizations one person can serve as the strategic manager working with supervisors to implement the vision and effect change. In larger organizations it may involve several persons in the role of strategic managers crossing many working divisional lines and teaming with managers from various units.

Whatever configuration used, in order to be successful the strategic managers must have the continuous support of the police chief, a strong knowledge base, the skills to work with staff, commitment to the organization, and energy. Regular and frequent communication between the chief and the strategic management team is essential. These strategic management teams will oversee quality control, strive to ensure consistency in performance, provide immediate feedback, and interact with managers at all levels. They guide the strategic plan, working not to control but to help establish new behaviors. 

Why Employ  Strategic Managers? 
 
John Kotter notes in his Harvard Business Review article "Why Transformation Efforts Fail" that executives may initiate a new approach or vision, but they often fail to carry the vision to the point of institutionalization.2 To institutionalize a vision it is necessary to keep in mind that employees are both suppliers and customers of change; they must participate in the change process. 

Strategic managers navigate the change process, drive the vision, and keep it alive through implementation to change the culture of the organization. In order to reduce resistance to change and the fear of the unknown, strategic managers must improve the opportunities for employees to influence and control the change process. Input allows for the design of better solutions by allowing managers to look at problems from different perspectives. Thus, the organization achieves a faster start-up and implementation with a better flow of information.
Peter Senge's definition of organizational change is learning to do new things or the same things for different reasons.3 People change when they want to learn, which is why strategic managers must articulate and market the reasons for change up and down the chain of command. When employees understand the need for change, they begin to interpret what that means for them. Employees do not think in terms of maximizing the value of organizational change without first thinking about how it affects them. This reflective conversation and thought affects learning as well as the degree to which organizational renewal will be accepted. Therefore, communication becomes a key factor in affecting the culture and climate of the organization.

Informal interaction establishes certain attitudes, understandings, customs, and habits that create the condition under which formal organization may arise.4 The possibility of accepting a common purpose is communicated, and the exchange of the information influences the state of mind in which there is a conscious decision to cooperate. Therefore, the informal interaction compels a certain amount of formal emergence into the change process. 

Middle managers are key players in this formal emergence of organizational change because they move the process. As top executives set the course for the ship of change, it is the middle manager who determines the speed in the engine room. Top management typically instructs middle managers on the new vision, and once it starts, the momentum shifts, and it becomes the responsibility of middle managers to secure change. However, middle managers are typically left alone in their efforts, taking on the responsibility for, and risks of, implementation.
Line staff has very little interaction with police executives. However, officers are more likely to have direct interaction with their precinct commander or captain. Middle managers are the link between top management making policy and the first-line supervisor implementing policy. Therefore, it is the first-line supervisor who ultimately decides the rate of change. The police chief must sell the new paradigm to the middle manager who in turn is responsible for exciting a sense of urgency in their lieutenants and sergeants. If middle managers are resistant to the ideology, then implementation is not possible.

It takes personal commitment from police managers to foster credibility for the new paradigm in the eyes of the employees, and managers must demonstrate the behaviors in order to ask for commitment from others. As the police chief articulates the importance of organizational renewal in face-to-face interactions with middle managers, it is the responsibility of strategic managers to provide continuous education and support on the subject. Strategic managers support middle managers in navigating change by educating personnel on best practice methods for guiding renewal efforts. These actions enhance the organization's creditability in the eyes of line staff while reducing anxiety caused by the change process.

Five Key Factors  
There are five key factors in transforming the police organization:
    1.     The appointment of strategic managers to move the change process. In order to have credibility, strategic managers must possess the expertise, competence and demonstrate the ability to excite change. Although all of management is responsible for the change process, the role of the strategic manager is to guide the process. Therefore, they should be appointed to the task and formally announced to the organization by the police chief. Their role should be defined as those sanctioned to carry the vision forward and assist in navigating change.
Strategic management teams guide and support managers in reducing resistance to change and demonstrating best-practice methods. They carry the torch for the department by marketing the strategies and keeping the new paradigm in the forefront. Strategic managers are the designated resource for information and questions. They work to institute, monitor, and when necessary adjust the change process.
    2.     The commitment of top executives to excite middle managers about change. Most middle managers will be concerned with how change will affect their positional power and the risk involved. Venturing into the unknown is a concern for all employees, but typically the brunt of the responsibility will rest with the middle manager. To be successful the leader must excite middle managers about the vision for change. Executives must encourage risk taking and stepping outside traditional policing methods while demonstrating some tolerance for mistakes.
    3.     The middle manager's commitment to the change process. It determines the rate of implementation. In order to be credible in the eyes of their subordinates, the middle managers must demonstrate personal commitment to the transformational process through their own behavior and actions. In doing so, they lead by example and start to gain consensus from others. Therefore, as the middle mangers sets the course for those under their span of control, the strategic manager works with the middle manger's management staff to move toward the vision of the police executive.
    4.     A change in the police culture and climate. Police executives cannot navigate change toward organizational renewal without addressing police culture and climate. Formal and informal interactions of employees drive organizational change. In order to be successful in a transformational process, the organization must institute the operational model while simultaneously providing a mechanism to address employees' fears that lead to resistance. Strategic management teams address the human side of change while adjusting operational procedures that drive change.
5. Communication of the vision and urgency for change. Organizations need an easy-to-read document that outlines the road map for change. Strategic managers must develop a marketing strategy that informs, educates, and provides examples that demonstrate desired behaviors. The document must be readily available, referred to frequently, and consistently talked about. Pulling it off the shelf once or twice a year to check off activities done does not mean the spirit of the strategy is being followed.
Finally, each stage of change results in a greater impact on the organization and generates more energy. As employees are trained, educated, and begin to incorporate new strategies, they learn the new culture of the organization as well as the functions of their position. These cultural changes are then communicated informally to various members of the department. By challenging employees to rethink their purpose and methods, the agency can identify gaps in organizational design and the effects of social controls on organizational culture. This provides for the opportunity for incremental changes and shifts in culture toward organizational renewal.
1 J. Koteen, Strategic Management in Public and Nonprofit Organizations, 2nd ed. (Westport, Conn.: Praeger, 1997).
2 John Kotter, "Why Transformation Efforts Fail," Harvard Business Review (March-April 1995): 59-67.
3 Peter Senge, The Fifth Discipline (New York: Currency Doubleday, 1994).
4 C. Barnard, The Functions of the Executive (Cambridge, Mass.: Harvard University Press, 1939).

3 Things That Make Millennials Really Happy at Work





By Peter Economy
The future is upon us--millennials will soon make up more than 75 percent of the workforce. What are you doing to prepare?
Prepare your businesses, your offices, and your companies of all shapes and sizes--the future is upon us. According to the Deloitte Millennial Survey, millennials will make up over 75 percent of the global workforce by 2025--less than 10 years from today. With this rapid change of demographics in our workplaces, we should keep in mind the things that make millennials happy at work--and know just how we can build on them for more success in the future.

1. Mentorship opportunities
Now more than ever, people seek leaders they can learn from. They want someone to show them the ropes in our ever-changing landscape, a mentor who simply believes in them. As the workplace changes to encompass our growing use of technology, mentors become ever more important in ensuring that millennials do not feel overwhelmed. In fact, according to a Millennial Branding survey by American Express, 53% of millennial workers said that a mentorship would help them become more productive contributors to the company.

2. Reflecting work input through salary
Although it's not exactly a secret that monetary compensation plays a huge role in determining our happiness at work, it appears that for millennials in particular, a salary that is indicative of the work they are putting in is very important. In a study conducted by Mashable in 2014, high-salary performers were 116% more likely to remain with the company two years later than those with lower salaries. With our crazy-fast contemporary turnover rate, it's really important to make sure we are rewarding people for their work so that they are not looking for the next best thing--a common trait among millennials.

3. Flexible schedules
This preference is not specific to millennials alone--even though our more tech-savvy generation would probably benefit from it the most. As it becomes easier to stay in connection and work from home without actually stepping into the office, the importance of allowing for a more-flexible schedule becomes particularly important. Millennials--just like everyone else--love to spend their time traveling or finding a change of scenery. The ability to change around a schedule is definitely a plus for any millennial in the workplace.

 http://www.inc.com

Want More Mental Energy at Work? Science Says Do These 4 Things



There's a reason why they call work work--it's not easy, and it can take a lot out of us. We get tired, our minds start to flag during the course of the day, and we lose our focus and concentration.

According to Emma Seppala--science director for Stanford University's Center for Compassion and Altruism Research and Education--there are a number of things you can do to replenish your mental energy that don't involve drinking more coffee or high-caffeine sodas.

Her book The Happiness Track, Emma says, presents 4 scientifically proven ways you can restore your energy when it's depleted and you feel drained. Not only will you feel better, but you will be happier and more successful as a result.

1. Do something that makes you feel positive

 Says Emma, "You know best the kinds of activities that you find uplifting. Create a list and keep it handy, so you don't have to figure out what to do when you feel mentally exhausted. For example, if you're at work, replenishing your energy might mean going for a walk, taking a break, watching a funny YouTube video, looking at pictures of your loved ones, meditating, or engaging in a random act of kindness for a colleague."

 2. Remember the big picture

 "Focus on the why," Emma suggests, "rather than on the how of a task or job. Understanding how your work connects to what you care about and to your values will restore your energy. For example, if your company sells a certain device or product and you value making a difference in people's lives, you can think about how that device or product is helping people fulfill their needs."

3. Practice gratitude

 According to Emma, "Research has shown that feeling grateful helps you replenish your energy in the face of fatiguing tasks. Let's say you don't like your job. Regardless, there are always things that warrant being grateful: You have a job when others don't. The reason gratitude has such a replenishing effect is that feeling grateful both increases positive emotion and helps you see the big picture."

4. Detach from work when you're not working

"Many times people take work home with them at night or do it during their time off," says Emma. "As a consequence, the stress of the day blends into evenings and vacations and eats up recovery time. People who do not know how to detach from work during their off time experience increased exhaustion over the course of one year and are less resilient in the face of stressful work conditions. Psychological distance from work is the fastest path to recovery and leads--surprisingly perhaps--to increased productivity.

 http://www.inc.com

Why Is Everyone Picking on Brainstorming?

A few scientific studies have come down against group brainstorm sessions. But as Stanford professor Bob Sutton argues, who cares?

Stanford professor Bob Sutton is a chivalrous guy. Every so often he takes up his lance to defend the honor of one defamed. The name of the slandered is "brainstorming."

Sutton's long-running defense of brainstorming began in 2006, when the Wall Street Journal reported that people generate more ideas working alone than in groups. In 2012, a New Yorker article resurfaced the productivity argument, and Sutton again responded. Last week, an executive took Sutton to task in an email for teaching a debunked methodology. True to form, Sutton promptly re-bunked it. "Alas, this assertion is an overstatement at the very least and possibly downright wrong," he wrote on LinkedIn.

Sutton comes by his staunch--if qualified--belief in brainstorming from decades studying companies like IDEO that practice it with the commitment and finesse of violin virtuosos.

People who research brainstorming don't study pros like these, Sutton contends. Rather, they observe sessions conducted without benefit of expert facilitation. "If these were studies of sexual performance," he wrote in 2006, "it would be like drawing inferences about what happens with experienced couples on the basis of research done only with virgins during the first time they had sex."

Sutton also argues that studies which plump for solo brainstorming rarely measure the quality of ideas generated, the success of projects incorporating those ideas, or whether people learned from the process. Nor do they take into account the reactions of clients, dazzled by "the collective energy that emerges during a well-run group brainstorm that is packed with skilled and imaginative people," Sutton writes.

I've always found attacks on brainstorming baffling. With so many demotivating, wasteful, and abstruse practices turning employees' creative juices to sludge, why call out this hopeful--potentially helpful--expression of confidence in the group? Who said, "Hey, holding unconstrained conversations about ideas with smart people is cool, but let's do a study to see if sitting by yourself talking into a microphone is more productive?" So maybe brainstorming isn't the most efficient way to generate ideas--who cares? No one walks out of a brainstorming session feeling stupider or less engaged. For one or two hours out of the day, no one was bored.

We all bemoan how isolated we've become--absorbed in our screens, communicating through bursts of text, abbreviating our words, our ideas, even our emotions for rapid transmission. Why criticize one of the few opportunities we have left to sit around and let the fur fly?

Personally, I love brainstorming. I love seeing how other people think. I love watching my ideas reshaped like so many balloon animals. I love the little frisson that passes around the conference table when someone unexpectedly nails it. Even when the session produces nothing very useful, I feel refreshed. Like someone who hears her longtime spouse tell an unfamiliar story or make a surprising observation, I look at my colleagues with renewed interest. I feel better about us.

Working out of my home office, I brainstorm by myself all the time. I come up with some good stuff--at least I think I do. But I've driven down these mental paths so many times before, that it's easy to get stuck in my own tracks. It's like that song from "Sound of Music." I follow a path, and it brings me back to "doe."

I do find private brainstorming useful when it's in preparation for collective brainstorming. I assume this is a common practice. You don't show up at a potluck without a casserole--something for others to spoon onto their plates with the biscuits and coleslaw and lemon squares. I normally bring three to five ideas to a brainstorming session and trot them out in those moments when we've run a subject to ground and are considering what to set loose next. If the time never seems right--the discussion hews strongly in other directions--I just hold onto them. There are always a variety of forums for introducing new ideas. I've never heard of a business with a flipchart-contents-only policy.

So I'll join Sutton on the ramparts and echo his advice: treat brainstorming as one tool among many and learn to do it well. Toward that end, here are IDEO's guidelines for brainstorming, which are also used at Stanford's d.school. Master them. Then next time someone does one of these studies, invite them to watch.

LEIGH BUCHANAN | Staff Writer | Editor at Large, Inc. Magazine
Leigh Buchanan is an editor-at-large for Inc. magazine. A former editor at Harvard Business Review and founding editor of WebMaster magazine, she writes regular columns on leadership and workplace culture.

10 Ways You’re Making Your Life Harder Than It Has To Be

By: Tim Hoch

1. You ascribe intent.

Another driver cut you off. Your friend never texted you back. Your co-worker went to lunch without you. Everyone can find a reason to be offended on a steady basis. So what caused you to be offended? You assigned bad intent to these otherwise innocuous actions. You took it as a personal affront, a slap in the face.

Happy people do not do this. They don’t take things personally. They don’t ascribe intent to the unintentional actions of others.

2. You’re the star of your own movie.

It is little wonder that you believe the world revolves around you. After all, you have been at the very center of every experience you have ever had.

You are the star of your own movie. You wrote the script. You know how you want it to unfold. You even know how you want it to end.

Unfortunately you forgot to give your script to anyone else. As a result, people are unaware of the role they are supposed to play. Then, when they screw up their lines, or fail to fall in love with you or don’t give you a promotion, your movie is ruined.

Lose your script. Let someone else star once in awhile. Welcome new characters. Embrace plot twists.

3. You fast forward to apocalypse.

I have a bad habit of fast forwarding everything to its worst possible outcome and being pleasantly surprised when the result is marginally better than utter disaster or jail time. My mind unnecessarily wrestles with events that aren’t even remotely likely. My sore throat is cancer. My lost driver’s license fell into the hands of an al-Qaeda operative who will wipe out my savings account.

Negativity only breeds more negativity. It is a happiness riptide. It will carry you away from shore and if you don’t swim away from it, will pull you under.

4. You have unrealistic and/or uncommunicated expectations.

Among their many shortcomings of your family and friends is the harsh reality that they cannot read your mind or anticipate your whims.

Did your boyfriend forget the six and a half month anniversary of your first movie date? Did your girlfriend refuse to call at an appointed hour? Did your friend fail to fawn over your tribal tattoo?
Unmet expectations will be at the root of most of your unhappiness in life. Minimize your expectations, maximize your joy.

5. You are waiting for a sign.

I have a friend who won’t make a decision without receiving a “sign.” I suppose she is waiting on a trumpeted announcement from God. She is constantly paralyzed by a divinity that is either heavily obscured or frustratingly tardy. I’m not disavowing that fate or a higher power plays a role in our lives. I’m just saying that it is better to help shape fate than be governed by it.

6. You don’t take risks.

Two words: Live boldly. Every single time you are offered a choice that involves greater risk, take it. You will lose on many of them but when you add them up at the end of your life you’ll be glad you did.

7. You constantly compare your life to others.

A few years ago I was invited to a nice party at a big warehouse downtown. I was enjoying the smooth jazz, box wine and crustless sandwiches. What more could a guy want? Later in the evening I noticed a steady parade of well-heeled people slide past and disappear into another room. I peeked and saw a large party with beautiful revelers dancing and carrying on like Bacchus. Suddenly my gig wasn’t as fun as it had been all because it didn’t appear to measure up to the party next door- a party I didn’t even know existed until just moments before.
I do this frequently. Those people are having more fun. Mary has a bigger boat. Craig gets all the lucky breaks. Ted has more money. John is better looking.
Stop it.

Always remember what Teddy Roosevelt said: “Comparison is the thief of joy.”

8. You let other people steal from you.

If you had a million dollars in cash under your mattress, you would check it regularly and take precautions to insure it is safe. The one possession you have that is more important than money is time. But you don’t do anything to protect it. In fact you willingly give it to thieves. Selfish people, egotistical people, negative people, people who won’t shut up. Treat your time like Fort Knox. Guard it closely and give it only to those who deserve and respect it.

9. You can’t/won’t let go.

These are getting a little harder aren’t they? That’s because sometimes you have to work at happiness. Some hurdles are too difficult to clear by simply adjusting your point of view or adopting a positive mindset.

Do you need to forgive someone? Do you need to turn your back on a failed relationship? Do you need to come to terms with the death of a loved one?

Life is full of loss. But, in a sense, real happiness would not be possible without it.  It helps us appreciate and savor the things that really matter. It helps us grow. It can help us help others grow.

Closure is a word for people who have never really suffered. There’s no such thing. Just try to “manage” your loss. Put it in perspective. You will always have some regret and doubt about your loss. You may always second guess yourself. If only you had said this, or tried that.
You’re not alone. Find someone who understands and talk to that person. Reach out for support. If all else fails, try #10 below.

10. You don’t give back.

One way to deal with loss is to immerse yourself in doing good. Volunteer. Get involved in life.
It doesn’t even have to be a big, structured thing. Say a kind word. Encourage someone. Pay a visit to someone who is alone. Get away from your self-absorption.

When it comes down to it, there are two types of people in this world. There are givers and there are takers. Givers are happy. Takers are miserable. What are you? 

Tim Hoch

Tim Hoch is a lawyer, mistake repeater, embellisher of past accomplishments, forgetful husband, capricious father, double standard practitioner, weak ass raconteur.

Cracking the Brain’s Codes


How does the brain speak to itself?

By: Christof Koch and Gary Marcus

In What Is Life? (1944), one of the fundamental questions the physicist Erwin Schrödinger posed was whether there was some sort of “hereditary code-script” embedded in chromosomes. A decade later, Crick and Watson answered Schrödinger’s question in the affirmative. Genetic information was stored in the simple arrangement of nucleotides along long strings of DNA.

The question was what all those strings of DNA meant. As most schoolchildren now know, there was a code contained within: adjacent trios of nucleotides, so-called codons, are transcribed from DNA into transient sequences of RNA molecules, which are translated into the long chains of amino acids that we know as proteins. Cracking that code turned out to be a linchpin of virtually everything that followed in molecular biology. As it happens, the code for translating trios of nucleotides into amino acids (for example, the nucleotides AAG code for the amino acid lysine) turned out to be universal; cells in all organisms, large or small—bacteria, giant sequoias, dogs, and people—use the same code with minor variations. Will neuroscience ever discover something of similar beauty and power, a master code that allows us to interpret any pattern of neural activity at will?

At stake is virtually every radical advance in neuroscience that we might be able to imagine—brain implants that enhance our memories or treat mental disorders like schizophrenia and depression, for example, and neuroprosthetics that allow paralyzed patients to move their limbs. Because everything that you think, remember, and feel is encoded in your brain in some way, deciphering the activity of the brain will be a giant step toward the future of neuroengineering.

Someday, electronics implanted directly into the brain will enable patients with spinal-cord injury to bypass the affected nerves and control robots with their thoughts (see “The Thought Experiment”). Future biofeedback systems may even be able to anticipate signs of mental disorder and head them off. Where people in the present use keyboards and touch screens, our descendants a hundred years hence may use direct brain-machine interfaces.
But to do that—to build software that can communicate directly with the brain—we need to crack its codes. We must learn how to look at sets of neurons, measure how they are firing, and reverse-engineer their message.

A Chaos of Codes
Already we’re beginning to discover clues about how the brain’s coding works. Perhaps the most fundamental: except in some of the tiniest creatures, such as the roundworm C. elegans, the basic unit of neuronal communication and coding is the spike (or action potential), an electrical impulse of about a tenth of a volt that lasts for a bit less than a millisecond. In the visual system, for example, rays of light entering the retina are promptly translated into spikes sent out on the optic nerve, the bundle of about one million output wires, called axons, that run from the eye to the rest of the brain. Literally everything that you see is based on these spikes, each retinal neuron firing at a different rate, depending on the nature of the stimulus, to yield several megabytes of visual information per second. The brain as a whole, throughout our waking lives, is a veritable symphony of neural spikes—perhaps one trillion per second. To a large degree, to decipher the brain is to infer the meaning of its spikes.

But the challenge is that spikes mean different things in different contexts. It is already clear that neuroscientists are unlikely to be as lucky as molecular biologists. Whereas the code converting nucleotides to amino acids is nearly universal, used in essentially the same way throughout the body and throughout the natural world, the spike-to-information code is likely to be a hodgepodge: not just one code but many, differing not only to some degree between different species but even between different parts of the brain. The brain has many functions, from controlling our muscles and voice to interpreting the sights, sounds, and smells that surround us, and each kind of problem necessitates its own kinds of codes.

A comparison with computer codes makes clear why this is to be expected. Consider the near-ubiquitous ASCII code representing the 128 characters, including numbers and alphanumeric text, used in communications such as plain-text e-mail. Almost every modern computer uses ASCII, which encodes the capital letter A as “100 0001,” B as “100 0010,” C as “100 0011,” and so forth. When it comes to images, however, that code is useless, and different techniques must be used. Uncompressed bitmapped images, for example, assign strings of bytes to represent the intensities of the colors red, green, and blue for each pixel in the array making up an image. Different codes represent vector graphics, movies, or sound files.
Some of the most important codes in any animal’s brain are the ones it uses to pinpoint its location in space. How does our own internal GPS work? How do patterns of neural activity encode where we are as we move about?
Evidence points in the same direction for the brain. Rather than a single universal code spelling out what patterns of spikes mean, there appear to be many, depending on what kind of information is to be encoded. Sounds, for example, are inherently one-dimensional and vary rapidly across time, while the images that stream from the retina are two-­dimensional and tend to change at a more deliberate pace. Olfaction, which depends on concentrations of hundreds of airborne odorants, relies on another system altogether. That said, there are some general principles. What matters most is not precisely when a particular neuron spikes but how often it does; the rate of firing is the main currency.

Consider, for example, neurons in the visual cortex, the area that receives impulses from the optic nerve via a relay in the thalamus. These neurons represent the world in terms of the basic elements making up any visual scene—lines, points, edges, and so on. A given neuron in the visual cortex might be stimulated most vigorously by vertical lines. As the line is rotated, the rate at which that neuron fires varies: four spikes in a tenth of a second if the line is vertical, but perhaps just once in the same interval if it is rotated 45° counterclockwise. Though the neuron responds most to vertical lines, it is never mute. No single spike signals whether it is responding to a vertical line or something else. Only in the aggregate—in the neuron’s rate of firing over time—can the meaning of its activity be discerned.

This strategy, known as rate coding, is used in different ways in different brain systems, but it is common throughout the brain. Different subpopulations of neurons encode particular aspects of the world in a similar fashion—using firing rates to represent variations in brightness, speed, distance, orientation, color, pitch, and even haptic information like the position of a pinprick on the palm of your hand. Individual neurons fire most rapidly when they detect some preferred stimulus, less rapidly when they don’t.

To make things more complicated, spikes emanating from different kinds of cells encode different kinds of information. The retina is an intricately layered piece of nervous-system tissue that lines the back of each eye. Its job is to transduce the shower of incoming photons into outgoing bursts of electrical spikes. Neuroanatomists have identified at least 60 different types of retinal neurons, each with its own specialized shape and function. The axons of 20 different retinal cell types make up the optic nerve, the eye’s sole output. Some of these cells signal motion in several cardinal directions; others specialize in signaling overall image brightness or local contrast; still others carry information pertaining to color. Each of these populations streams its own data, in parallel, to different processing centers upstream from the eye. To reconstruct the nature of the information that the retina encodes, scientists must track not only the rate of every neuron’s spiking but also the identity of each cell type. Four spikes coming from one type of cell may encode a small colored blob, whereas four spikes from a different cell type may encode a moving gray pattern. The number of spikes is meaningless unless we know what particular kind of cell they are coming from.

And what is true of the retina seems to hold throughout the brain. All in all, there may be up to a thousand neuronal cell types in the human brain, each presumably with its own unique role.

Wisdom of Crowds

Typically, important codes in the brain involve the action of many neurons, not just one. The sight of a face, for instance, triggers activity in thousands of neurons in higher-order sectors of the visual cortex. Every cell responds somewhat differently, reacting to a different detail—the exact shape of the face, the hue of its skin, the direction in which the eyes are focused, and so on. The larger meaning inheres in the cells’ collective response.

A major breakthrough in understanding this phenomenon, known as population coding, came in 1986, when Apostolos Georgopoulos, Andrew Schwartz, and Ronald Kettner at the Johns Hopkins University School of Medicine learned how a set of neurons in the motor cortex of monkeys encoded the direction in which a monkey moves a limb. No one neuron fully determined where the limb would move, but information aggregated across a population of neurons did. By calculating a kind of weighted average of all the neurons that fired, Georgopoulos and his colleagues found, they could reliably and precisely infer the intended motion of the monkey’s arm.

One of the first illustrations of what neurotechnology might someday achieve builds directly on this discovery. Brown University neuroscientist John ­Donoghue has leveraged the idea of population coding to build neural “decoders”—incorporating both software and electrodes—that interpret neural firing in real time. ­Donoghue’s team implanted a brushlike array of microelectrodes directly into the motor cortex of a paralyzed patient to record neural activity as the patient imagined various types of motor activities. With the help of algorithms that interpreted these signals, the patient could use the results to control a robotic arm. The “mind” control of the robot arm is still slow and clumsy, akin to steering an out-of-alignment moving van. But the work is a powerful hint of what is to come as our capacity to decode the brain’s activity improves.

Among the most important codes in any animal’s brain are the ones it uses to pinpoint its location in space. How does our own internal GPS work? How do patterns of neural activity encode where we are? A first important hint came in the early 1970s with the discovery by John O’Keefe at University College in London of what became known as place cells in the hippocampus of rats. Such cells fire every time the animal walks or runs through a particular part of a familiar environment. In the lab, one place cell might fire most often when the animal is near a maze’s branch point; another might respond most actively when the animal is close to the entry point. The husband-and-wife team of Edward and May-Britt Moser discovered a second type of spatial coding based on what are known as grid cells. These neurons fire most actively when an animal is at the vertices of an imagined geometric grid representing its environment. With sets of such cells, the animal is able to triangulate its position, even in the dark. (There appear to be at least four different sets of these grid cells at different resolutions, allowing a fine degree of spatial representation.)

Other codes allow animals to control actions that take place over time. An example is the circuitry responsible for executing the motor sequences underlying singing in songbirds. Adult male finches sing to their female partners, each stereotyped song lasting but a few seconds. As Michale Fee and his collaborators at MIT discovered, neurons of one type within a particular structure are completely quiet until the bird begins to sing. Whenever the bird reaches a particular point in its song, these neurons suddenly erupt in a single burst of three to five tightly clustered spikes, only to fall silent again. Different neurons erupt at different times. It appears that individual clusters of neurons code for temporal order, each representing a specific moment in the bird’s song.

Grandma Coding

Unlike a typewriter, in which a single key uniquely specifies each letter, the ASCII code uses multiple bits to determine a letter: it is an example of what computer scientists call a distributed code. In a similar way, theoreticians have often imagined that complex concepts might be bundles of individual “features”; the concept “Bernese mountain dog” might be represented by neurons that fire in response to notions such as “dog,” “snow-loving,” “friendly,” “big,” “brown and black,” and so on, while many other neurons, such as those that respond to vehicles or cats, fail to fire. Collectively, this large population of neurons might represent a concept.
There is some cause for hope. Optogenetics now allows researchers to switch genetically identified classes of neurons on and off at will with colored beams of light. It could greatly speed up the search for codes.
An alternative notion, called sparse coding, has received much less attention. Indeed, neuroscientists once scorned the idea as “grandmother-cell coding.” The derisive term implied a hypothetical neuron that would fire only when its bearer saw or thought of his or her grandmother—surely, or so it seemed, a preposterous concept.

But recently, one of us (Koch) helped discover evidence for a variation on this theme. While there is no reason to think that a single neuron in your brain represents your grandmother, we now know that individual neurons (or at least comparatively small groups of them) can represent certain concepts with great specificity. Recordings from microelectrodes implanted deep inside the brains of epileptic patients revealed single neurons that responded to extremely specific stimuli, such as celebrities or familiar faces. One such cell, for instance, responded to different pictures of the actress Jennifer Aniston. Others responded to pictures of Luke Skywalker of Star Wars fame, or to his name spelled out. A familiar name may be represented by as few as a hundred and as many as a million neurons in the human hippocampus and neighboring regions.

Such findings suggest that the brain can indeed wire up small groups of neurons to encode important things it encounters over and over, a kind of neuronal shorthand that may be advantageous for quickly associating and integrating new facts with preëxisting knowledge.

Terra Incognita

If neuroscience has made real progress in figuring out how a given organism encodes what it experiences in a given moment, it has further to go toward understanding how organisms encode their long-term knowledge. We obviously wouldn’t survive for long in this world if we couldn’t learn new skills, like the orchestrated sequence of actions and decisions that go into driving a car. Yet the precise method by which we do this remains mysterious. Spikes are necessary but not sufficient for translating intention into action. Long-term memory—like the knowledge that we develop as we acquire a skill—is encoded differently, not by volleys of constantly circulating spikes but, rather, by literal rewiring of our neural networks.

That rewiring is accomplished at least in part by resculpting the synapses that connect neurons. We know that many different molecular processes are involved, but we still know little about which synapses are modified and when, and almost nothing about how to work backward from a neural connectivity diagram to the particular memories encoded.

Another mystery concerns how the brain represents phrases and sentences. Even if there is a small set of neurons defining a concept like your grandmother, it is unlikely that your brain has allocated specific sets of neurons to complex concepts that are less common but still immediately comprehensible, like “Barack Obama’s maternal grandmother.” It is similarly unlikely that the brain dedicates particular neurons full time to representing each new sentence we hear or produce. Instead, each time we interpret or produce a novel sentence, the brain probably integrates multiple neural populations, combining codes for basic elements (like individual words and concepts) into a system for representing complex, combinatorial wholes. As yet, we have no clue how this is accomplished.

One reason such questions about the brain’s schemes for encoding information have proved so difficult to crack is that the human brain is so immensely complex, encompassing 86 billion neurons linked by something on the order of a quadrillion synaptic connections. Another is that our observational techniques remain crude. The most popular imaging tools for peering into the human brain do not have the spatial resolution to catch individual neurons in the act of firing. To study neural coding systems that are unique to humans, such as those used in language, we probably need tools that have not yet been invented, or at least substantially better ways of studying highly interspersed populations of individual neurons in the living brain.

It is also worth noting that what neuroengineers try to do is a bit like eavesdropping—tapping into the brain’s own internal communications to try to figure out what they mean. Some of that eavesdropping may mislead us. Every neural code we can crack will tell us something about how the brain operates, but not every code we crack is something the brain itself makes direct use of. Some of them may be “epiphenomena”—accidental tics that, even if they prove useful for engineering and clinical applications, could be diversions on the road to a full understanding of the brain.

Nonetheless, there is reason to be optimistic that we are moving toward that understanding. Optogenetics now allows researchers to switch genetically identified classes of neurons on and off at will with colored beams of light. Any population of neurons that has a known, unique molecular zip code can be tagged with a fluorescent marker and then be either made to spike with millisecond precision or prevented from spiking. This allows neuroscientists to move from observing neuronal activity to delicately, transiently, and reversibly interfering with it. Optogenetics, now used primarily in flies and mice, will greatly speed up the search for neural codes. Instead of merely correlating spiking patterns with a behavior, experimentalists will be able to write in patterns of information and directly study the effects on the brain circuitry and behavior of live animals. Deciphering neural codes is only part of the battle. Cracking the brain’s many codes won’t tell us everything we want to know, any more than understanding ASCII codes can, by itself, tell us how a word processor works. Still, it is a vital prerequisite for building technologies that repair and enhance the brain.

Take, for example, new efforts to use optogenetics to remedy a form of blindness caused by degenerative disorders, such as retinitis pigmentosa, that attack the light-sensing cells of the eye. One promising strategy uses a virus injected into the eyeballs to genetically modify retinal ganglion cells so that they become responsive to light. A camera mounted on glasses would pulse beams of light into the retina and trigger electrical activity in the genetically modified cells, which would directly stimulate the next set of neurons in the signal path—restoring sight. But in order to make this work, scientists will have to learn the language of those neurons. As we learn to communicate with the brain in its own language, whole new worlds of possibilities may soon emerge.

Christof Koch is chief scientific officer of the Allen Institute for Brain Science in Seattle. Gary Marcus, a professor of psychology at New York University and a frequent blogger for the New Yorker, is coeditor of the forthcoming book The Future of the Brain.

 http://www.technologyreview.com

5 Signs You're in the Wrong Profession

Just because you have a degree in something, it doesn't mean it's what you're meant to do.

Having a certain degree or job title or being in a specific industry for several years (or even decades) doesn't mean you're stuck there. More and more people are having multiple careers these days, and it's ridiculous to assume that 18-year-olds know what they want to do for the rest of their lives when they choose a major. If you're not in the right profession, change it.

However, maybe you're just burned out and not really in the wrong career. Unfortunately, there's no actual test to tell you if you're in the perfect career or not--but there are signs. Maybe what was the right career 10 years ago just no longer aligns with your passions, interests, or where you want to be. Consider these signs that you're in the wrong profession, and take a close look at your professional life.

1. The work is nothing like what you studied.

Sometimes, studying a field and actually practicing it are two different things. Maybe it was the program at your university that you really loved, not the glimpse into the career. Perhaps the world of academia is more suited to you, and you should look into teaching rather than practicing. There are many ways studies don't translate to careers, so know when to recognize when this has happened.

2. You struggle just to stay mediocre.

Usually, people enjoy what they're good at. If you're not good at your profession, even though you work diligently and try to keep pace, maybe the real problem is that it's just not for you. This is particularly common in prestigious positions, such as physician or attorney. Sometimes, people get into a field for the wrong reason (such as the glory), when they neither enjoy it nor are they naturally skilled at it.

3. You don't love it.

Nobody loves what they do 100 percent of the time, but you should enjoy it at least 51 percent of the time. If you're not loving your field, and it's not just an issue with a particular job, that's a huge red flag. If you can't tell the difference between the two, try getting a new job in a similar vein but at a different company. You'll be able to tell which is which immediately.

4. You take a lot of sick days and can't wait for paid holidays.

Everyone looks forward to vacations, and who says no to a three-day weekend? However, if you're counting down the minutes to when you can go home and are desperately looking forward to President's Day because it's a day off for you, your priorities are out of whack. Maybe you're not lazy or a poor worker, but perhaps it's that you're in the wrong field.

5. You dread getting asked what you do.

It's the most common first-date and icebreaker conversation starter, but if you're internally rolling your eyes and trying to get past the subject right away, that's a sign you're unhappy.

Simply put, life's too short to be in the wrong job. Whether it's going back to school, interning, or job searching, make the decision to change things starting today.


DREW HENDRICKS | Columnist
Drew Hendricks is a tech, social-media, and environmental addict. He's written for many major publications, such as Forbes and Entrepreneur.
www.inc.com

7 Tips for Handling Frequent Rejection

Welcome to the life of the entrepreneur: You're going to hear 'no' a lot, so get used to it--and learn to get better at it.

When you're in the early days of starting a company, rejection is a daily fact of life. It can come at you from all sides: your family, potential customers, investors, partners, and more.

Now, you can view a "no" as an opportunity to change your approach, emboldening you to keep at it and stay positive. Or, you can let constant disappointment dictate your mood and block your progress.

What's the difference between those two opposing reactions? Everything. Here's a simple process for making sure rejection doesn't bring you down:

1. Find out if the rejection is legit.

I like to start here, because you have to know the truth. Not every negative response is legit--or based on fact. Let's say you lose a potential client because they assume what they need is outside the scope of your business. If it isn't, then that client rejected you based on misinformation, which is something you can correct. Easy fix. Make sure you find out if there is a basis for the rejection.

2. Don't ignore the rejection...

If the rejection was warranted, it's a good idea to think about the reason. It's okay to say to yourself: "That really is disappointing, and I'm a little irritated by this response--I didn't do enough legwork, or I screwed up." Accepting the blame is a healthy way to process rejection. Let it sink in a little until you realize why you cared so much.

3. ...But don't dwell on it too much.

I used to sulk when I received bad news, thinking that somehow wallowing in my misery would make the rejection easier to accept. It doesn't. In my job as a writer, I've received thousands--yes, thousands--of rejections for pitches. After so many years in this role, I still feel a sense of disappointment when the answer is no, but I don't let it ruin my day. In fact, I can honestly say I view most daily rejections as a way to improve.

4. Start asking questions.

Here's a common reaction to a negative response. Let's say you receive an email turning you down about something important to you or important to your business. You might decide to trash the email in frustration. (I've also tried the technique where I lash out at the person who rejected me--that never works.) Instead, take the opportunity to ask questions. The person who rejected you at least took the time to respond. Maybe that same person will take the time to explain how you screwed up.

5. Ask yourself what you can learn.

It's really important to analyze why something was rejected in the first place, especially after you have all of the facts. In most cases, I go back and re-read my idea or think about whether I was even asking the right person about a topic, and I analyze whether the problem was more about my approach than anything. It's easy to blame; it's better to improve. Also, keep your rejections close at hand--archive them and even re-read them as a way to learn what you did wrong.

6. Immediately look for a new answer.

It's time to move immediately into action. That's the ultimate salve. The rejection becomes a springboard to taking a new and improved approach. View the "no" from that investor as the kick you needed to finance your startup yourself. Or, if a big customer rejects your plan on a new project, start tweaking the project, and find a new customer.

7. Keep at it.

The last step in this chain of handling rejection is the most important by a mile. Keep persevering; don't give in to failure. When I first started writing, after the first few dozen rejection letters, I could have just decided to do something else and let the rejections determine my fate. Instead, I kept learning--and pitching--until someone finally decided to give me a positive response. Here I am, 13 years later, still pounding the pavement. I'd love to say that the rejections have completely stopped, but they haven't. And that's a good thing--it's how I keep learning to get better.

JOHN BRANDON | Columnist
John Brandon is a contributing editor at Inc. magazine covering technology. He writes the Tech Report column for Inc.com.

www.inc.com

Give Yourself the Option of Doing Nothing

Why? You'll get more done. 

Should you write that blog post or tackle your budget mess? Go for a run or take that spin class? Make that sales call or work on your presentation?

The daily life of a business owner is filled with questions like these. But what if you could make it more likely that you would stick with whichever option you chose simply by reframing the question slightly?

A recent study from a pair of marketing professors out of Wharton and Georgia State University that will soon be published in the journal Psychological Science suggests that such a thing is actually possible. Rather than simply give yourself the option of A or B, the researchers suggest, you should give yourself the option of A, B, or do nothing.

"Though it may sound like a small change," Knowledge@Wharton reports, the research "proved that...having the choice of not doing something can actually transform people’s likelihood of accomplishing their goals."

Better Buy In

How is that possible? The key to the effect seems to be our sense of buy in and commitment. When we give ourselves only a few active options, we, in effect, bully our brains into a choice and then later feel less committed to the course of action we selected. Having the freedom to do nothing means we’re making a truly free choice. Down the road, when the going gets tough, there can be no doubt that you’re doing what you really wanted to do, so you’re more likely to keep at it.

"It sounds counterintuitive, because we assume that the option of doing nothing reduces persistence," researcher Rom Y. Schrift says, but "if I choose something, I learn about my preferences. Just knowing that fact helps us persist longer when there’s adversity or hardship."
"What people decide for themselves is, 'I didn’t have to do it and I decided to do it, so I’ll stick with it for a longer period of time,'" adds his co-author Jeffrey R. Parker.

More Tenacity

A series of experiments offering volunteers choices framed with either several active alternatives or those options plus the ability to opt out entirely convinced the researchers that contemplating the possibility of doing nothing does indeed increase tenacity and our chances of sticking with our chosen course of action. So where can you put this insight to use?
Doctors, managers, and parents can all utilize this technique, the professors suggest. So whether you’re trying to get your teenager to spend more time on her homework, your employee to take on that difficult project, or yourself to keep going to the gym, consider simply adding a "none of the above" choice to the decision-making process. That way, when the inevitable difficulties come up, you can say with a straight face "Hey, you wanted to do this in the first place when you could have done nothing at all."

Does this research jive with your personal experience? Let us know in the comments.

www.inc.com

13 signs you are living in the Matrix


We’re living in a pretty crazy world – that’s for sure! Since the day we’re born it’s like the system is making sure that the same basic pattern is built in all of us. A pattern established of unquestioned and mandatory beliefs and “truths” about reality and the world we live in.

Through the rush hours of life we rarely brainstorm about the endless amount of possibilities to what our reality could be ,although this lack of questioning is probably one of the main reasons for our dysfunctional society. Our only chance to fix it before it’s too late is to succeed in adjusting our mindset and actions to the dogmas of a more sustainable, common sensual and intelligent pattern of existence.

The following 13 signs that you’re a slave to the matrix are meant to navigate you and point out different aspects of life , where you might be a slave to a number of false beliefs , from which the matrix benefits.

1. You talk to real people about TV shows and the fake characters involved. The greatest preacher of mass hypnosis is the box in the corner of the room , which is constantly telling us what to believe and what to do through a large deal of mind control , subconscious messages and programming. It heavily promotes sex and violence and the dangerous comprehension that if it’s on the news –it has to be true. At first sight it seems like something small, like getting excited about a movie for example. But when repeated daily and all around the world it proves that something doesn’t have to actually exist or happen in reality in order to provoke REAL feelings in people – and that’s a win for the matrix for sure!

2.You drink fluoridated water and don’t have a problem with it. That’s a pretty famous topic and it’s widely known nowadays – still, most of the people are not bothered by the fact that water is intoxicated by the government. This doing is justified with the statement that fluoride in water aids in dental health but even if it’s true – don’t people have the right to choose if they want such “treatment” or not? And is the fact that the government isn’t asking anyone if they want this “medicine” not a form of slavery? Supporting such massive examples of slavery = supporting the matrix!

3.You knowingly take Aspartame and other related toxic chemicals. If you acknowledge the presence of Aspartame and other poisonous chemicals in your “food” and that doesn’t bother you, you sure are supporting another belief that has been falsely created. People should never put their temporary gratification before personal health and well-being.

4. The doctor can’t help you anymore. It’s like we’re living in a parallel universe where doctors have switched roles and now are taking care for your sickness instead. The Pharmaceutical industry needs more money and it does not create cures – it creates customers. ”No , don’t change your eating habits or practice basic exercise – better take that pill , okay? “

5. You don’t mind the government sticking their nose in your personal life. It doesn’t matter if you have something to hide or not , that’s not the point – the point is that by allowing this to happen you admit that you are a slave to a master and you have to obey by giving up your sovereignty. It’s a subconscious restriction to your actions- indirect racketeering! Also, small amount of people see the other side of the coin – does the government have something to hide? And if not, what’s with all the millions of secret files and documents?

6.You pay taxes and have no idea what happens with the money after. This is a pretty raw example that slavery nowadays still exist- it’s just a secret, unrealized slavery. We come to this conclusion by connecting modern taxation to the not so far away in history forced slavery work on the plantations, which benefits only the plantation master. Basically, it’s not the same but the main idea of exploiting and gaining wealth is still here. The worst part of it is that you have no idea what happens with the sequestered money you have made through hard work . Ultimately, after working through all your life and sacrificing all that valuable time, just because that’s the created pattern of making a living , you deserve to know what happens with your money.

7.Your history book can’t lie. History is widely manipulated! Just compare the two history books of 2 countries that have been in a war against each other and you’ll see for yourself. Not to mention how different political parties suit history to their best comfort. But that’s not as detrimental as manipulating ancient history – with the small source basis we have about ancient times and the restricted access to it, it’s really easy to manufacture false beliefs. By the lack of knowledge about who we are and how we came to be we leave another weak spot for the matrix to exploit.

8.Bashing open-minded science with skepticism. The point of science is to explore the unknown , to explain the “impossible” phenomena , therefore, open-minded science should be encouraged and It shouldn’t be the target of skepticism because that puts boundaries around it and thus slows its progress. People who ridicule ideas like extraterrestrial life, different spiritual experiences and so on are living in a narrow world and are also self-reducing their own capabilities and potential – and that’s the perfect matrix society , one without people thinking outside the box.

9.You are devastated by your football team loss but you don’t care about the worsening environment around you. I bet you enjoyed the Mondial 2014 in Brazil but did you care to inform yourself about the sacrifice of the Amazon for example or the ongoing protest against poverty and low quality life taking place just meters away from the stadiums? If you were more concerned about Brazil’s defeat than global environmental and humanitarian problems than I have bad news for you – the matrix has succeeded in stealing your sense of self-preservation and empathy and has left you with an impulsive tendency for triviality and escapism.

10.You think that only your government should have access to guns for the safety of citizens. Yes, it’s true that guns make it quite easier for criminals to kill or commit crimes but the same pattern goes for the government too. Guns are also great servants to citizens against abusive governments – imagine how would the French revolution develop, if the rebels didn’t have access to fire arms. Also, brief history has more to teach us – remember what Stalin did after USSR citizens gave away their guns?

11. You are either a red commie or a capitalistic bastard. This statement applies to countries all around the world – the matrix has built the pattern of having to choose between 2 general political fractions – everywhere we have a main right party and a main left party who never seem to agree whit each other and the other parties around them are somewhat subfractions with basically the same views. That’s a raw example of “divide and conquer“– by wasting your words and energy on arguing with your friend who’s master is better, in general you’re both supporting another matrix law.

12.You bet your mental health on the pharmaceutical industry complex. Just like the doctor case but this time the matrix is reaching directly to your brain – that’s probably the most apparent form of mind control. Emotions are not real – it’s all complex chemical processes in your brain and they play a big part in shaping our character and who we are. When we willingly take pills that alter our chemical balance in our brain and body , we are technically letting someone play with our mind –direct mind control if you will! That’s one of the matrix’s most dangerous weapons , not to mention the level of dependence most of these medications create.

13.You can’t imagine a world without money. That’s a very dangerous idea , dangerous for the matrix that is – it may even be the most crucial blow on the system! To think that our society won’t function without money is the same detrimental skepticism narrow-minded people apply with arguments that aren’t actually supported by facts. Through activist movements it’s widely considered that the main cause of our society’s decay is the incorrectly built socio-economic system highly depended of the subsidiary monetary system. This is one of the main roots of the matrix and who knows, it may fall apart once we weed it out.

Written by Stoyan – Guest Writer
 www.iheartintelligence.com

How to Brainstorm: 9 Easy Rules BY Geoffrey James


How to ensure that brainstorms don't turn into braindrizzles. 

I recently came across a newly-published book, SmartStorming, which got me thinking about the dozens of brainstorming sessions in which I've participated.  Here's my take on what worked:

1. Only invite brains. Every organization consists of two general types of people: a) those who agree with the boss all the time and b) those who have their own ideas and opinions. The Yes-men and Yes-women only spout regurgitated pap, so don't invite them.

2. No wet blankets. Among the opinionated at your company, there are probably some whose opinions are usually negative.  They'll come in handy later when you're sorting through the ideas, but but they're not useful when you're generating them.

3. Suspend your judgment. To be an effective brainstorming leader, you must not just squelch your natural tendency to judge ideas and people, but approach all ideas--even ones that normally might seem  lame--with a sense of wonder and possibility.

4. Welcome "bad" ideas. If you're brainstorming, the dumbest thing you can do is characterize an idea as "bad."  Yes, there are bad ideas, but they're the fertilizer out of which good ideas grow.

5. Go for quantity. The object of brainstorming is to get as many of ideas on the table as possible in as short a time as possible. There will be plenty of time later to sort through the ideas and decide which are worth pursuing.

6. Get everyone all wired up. Two magic words: 1) caffeine 2) sugar.  Apply in large doses before and during the session.

7. No electronics. No laptops, no phones, no exceptions. Keep track of ideas by writing them on a flip-chart and taping the pages to the walls.

8. Keep it short. When it comes to brainstorming meetings, the terms "long" and "productive" are an oxymoron. Think 15 to 20 minutes. The moment everyone's energy starts to flag, end the meeting before the storm turns into a dull drizzle.

9. Sleep on it. It's often (usually!) the idea that seemed crazy at first that turns out to be the most useful. Use the passage of some time to get perspective and only then consider and sort out the ideas that were generated.