To many, working means sitting at your desk for eight hours a day. Being physically present, mental engagement is optional. It means pushing out emails and rushing to meetings and generally getting nothing done. We’ve looked at the focus aspect of this before. But what about the learning aspect?

4 What does this have to do with learning?

Usually in school, combined with instructions from our parents, we cobble together an understanding that allows us to move forward through the school years until we matriculate into a job. Then because most initial learning comes from doing, less from books, we switch to an on-the-fly approach.A failure As we layer our social values on top and end up with a hot mess of guilt and fear that stymies the learning process.Learning is necessary for our success and personal growth. we can’t maximize the time we spend learning because our feelings about what we ‘should’ be doing get in the way.

2 How do we learn how to learn in the traditional way?

is what we traditionally associate with learning. Read, dive deep, absorb. Eliminate distractions and get into the material.  “the focused mode involves a direct approach to solving problems using rational, sequential, analytical approaches. … Turn your attention to something and bam – the focused mode is on, like the tight, penetrating beam of a flashlight.” is not the only one required for learning because we need time to process what we pick up, to get this new information integrated into our existing knowledge. We need time to make new connections. This is where the diffuse mode comes in.

6 The focused mode

is what happens when you relax your attention and just let your mind wander. This relaxation can allow different areas of the brain to hook up and return valuable insights. … Diffuse-mode insights often flow from preliminary thinking that’s been done in the focused mode.Relying solely on the focused mode to learn is a path to burnout. We need the diffuse mode to cement our ideas, put knowledge into memory and free up space for the next round of focused thinking. We need the diffuse mode to <a href="https://www.farnamstreetblog.com/2017/01/krista-tippett-becoming-wise/">build wisdom</a>. So why does diffuse mode thinking at work generally involve feelings of guilt?

7 Diffuse-mode thinking

go to the gym, walk, play a sport, go for a drive, draw, take a bath, listen to music (especially without words), meditate, sleep. Um, aren’t these all things to do in my ‘play’ time? And sleep? It’s a whole time chunk on its own.Most organizations do not promote a culture that allow these activities to be integrated into the work day. Go to the gym on your lunch. Sleep at home. Meditate on a break. Essentially do these things while we are not paying you.

 8 ‘diffuse-mode activators’

Guilt is insidious. Not only do we usually feel guilt, but then we feel guilty about feeling guilty.How? Be kind to yourself.we are greatly impacted by our compassion to ourselves.In order to manage and overcome emotions like guilt that can prevent us from learning and achieving, we need to treat ourselves the same way we would <a href="https://www.farnamstreetblog.com/2016/03/journey-of-self-discovery/">the person we love most in the world</a>. “We can direct our attention to inner images that evoke feelings of kindness, understanding, and support,” writes Tirch.

10 How do you let go of the guilt?

So the next time you look up from that proposal on the new infrastructure schematics and see that the sun is shining, go for a walk, notice where you are, and give your mind a chance to go into diffuse-mode and process what you’ve been focusing on all morning. And give yourself a hug for doing it.

12 summary

We are trained by our modern world to organize our day into mutually exclusive chunks called ‘work’, ‘play’, and ‘sleep’. One is done at the office, the other two are not. We are not allowed to move fluidly between these chunks, or combine them in our 24 hour day. Most of us don’t nap at the office in the afternoon, likely because we have to worry about what our boss was going to think. And now in the open office debacle we can’t even have a quiet 10 minutes of rest in our cubicles. We have become trained to equate working with doing. Thus the ‘doing’ has value. We deserve to get paid for this

3 what we ‘should’ be doing

is based on research showing that some of the ways in which we instinctively regulate our response to threats have evolved from the attachment system that operates between infant and mother and from other basic relationships between mutually supportive people. We have specific systems in our brains that are sensitive to the kindness of others, and the experience of this kindness has a major impact on the way we process these threats and the way we process anxiety in particular. “a sensitivity to the suffering of others, with a commitment to do something about it,”

11 the compassion focused model

and embrace what seems counter-intuitive?Thinking and talking are useful elements of learning. And what we learn in our ‘play’ time can be valuable to our ‘work’ time, and there’s nothing wrong with moving between the two (or combining them) during our day.When mastering a subject, our brains actually use different types of processing. Barbara Oakley explains in A Mind for Numbers: How to Excel at Math and Science (even if you flunked algebra) that our brain has two general modes of thinking – ‘focused’ and ‘diffuse’ – and both of these are valuable and required in the learning process.

5 Can we change how we approach learning, letting go of the guilt associated with not being visibly active,

means retaining information, processing it, being able to use it when needed. More knowledge means better instincts; better insights into opportunities for both you and your organization. You will ultimately produce better work if you give yourself the space to learn. Yet often organizations get in the way of learning

1 The benefit of "learning better"

If something doesn’t directly contribute, it’s not valuable. If it’s not valuable I need to do it in my non-work time or not at all.  our leaders would rather see us do less than trust in the potential payoff of pursuits that aren’t as visible or ones that don’t pay off as quickly. The ability to see something is often a large component of trust. So if we are doing any of these ‘play’ activities at work, which are invisible in terms of their contribution to the learning process, we feel guilty because we don’t believe we are doing what we get paid to do.

9 We ingest this way of thinking, associating the value of getting paid with the value of executing our task list.

Most organizations promote a culture that runs counter to learning and playing, encouraging visible short-term actions that inspire guilt in employees who want to learn.

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