You don’t talk about these ideas, because you’ve never put them into words. They’re just gut feelings.
Turning gut feelings into tools means understanding their origin, limits, and how they interact with other ideas. Which requires turning them into words.

We're full of ideas we’re not aware of

And it does that in ways thinking on its own will never accomplish.It’s difficult to focus on a topic in our heads for more than a few seconds without getting distracted by another thought, and distractions erase whatever we attempted to think about. But words on paper stick. They aren’t washed away by the agitator in our heads.

Writing crystallizes ideas

Sometimes writing is encouraging. You realize you understand a topic better than you thought. The process flushes out all kinds of other ideas you never knew you had hiding upstairs. Now you can apply those insights elsewhere.Other times it’s painful. Forcing the logic of your thoughts into words can uncover the flaws and biases of your ideas. Seeing the words on paper looks ridiculous. Things the mind tends to gloss over the pen tends to highlight.

Putting ideas on paper

Some of the things I think I think, I find don’t make any sense when I start trying to write them down. You ought to be able to explain why you’re taking the job you’re taking, why you’re making the investment you’re making, or whatever it may be. And if it can’t stand applying pencil to paper, you’d better think it through some more.

Writers don’t know exactly what they’ll write about until they start writing, because the process crystallizes the fuzzy ideas we all have floating around. This is probably why writing is intimidating for some people. They don’t think they can write because, in their head, they don’t know what they’d write about. But hardly anyone does.

Where do your ideas come from?

Everyone should write. You know why? Because everyone is full of ideas they’re not aware of. You don’t talk about these ideas, even in your own head, because you’ve never put them into words. They’re gut feelings. Intuitions. You use them a dozen times a day. But you’d shrug your shoulders if someone asked why. How you react to career risk. Why you invest the way you do. Why you like some people and question others. We’re all brimming with opinions on these topics that we may never discuss, even with ourselves. Like phantom intelligence. Intuition is strong enough to put these ideas into practice. But intuition isn’t a tool; it’s a safety net at best, and is more often the fuel of biased decisions. Turning gut feelings into tools means understanding their origin, limits, and how they interact with other ideas. Which requires turning them into words. And writing is the best way to do that. Writing crystallizes ideas in ways thinking on its own will never accomplish. The reason is simple: It’s hard to focus on a topic in your head for more than a few seconds without getting distracted by another thought, and distractions erase whatever you attempted to think about. But words on paper stick. They aren’t washed away by the agitator in your head who won’t shut up about the tone of an email someone just sent you. You might be able to hold focus just briefly in your head, but a sentence on paper has all the patience in the world, waiting for you to return whenever you’re ready. It’s hard to overemphasize how important this is. Putting ideas on paper is the best way to organize them in one place, and getting everything in one place is essential to understanding ideas as more than the gut reactions they often hide as. Take four questions: What is your edge over competitors? How do you react to unforeseen risk? What have you changed your mind about recently? What part of your job are you not good at? These are vital questions that most of us, if asked on the spot, couldn’t answer well. Not because we haven’t thought about them; we certainly have. But the thoughts are probably vague, unsubstantiated, or pure emotions. Many people’s response to the first question would be an uncomfortable pause, a ponder, and a lump in the throat. Which says a lot, just not in words. It’s not until you put thoughts on paper that everything from ignorance to denial to unfulfilled potential is viewed in the raw, ready to be analyzed. Sometimes writing is encouraging. You realize you understand a topic better than you thought. The process flushes out all kinds of other ideas you never knew you had hiding upstairs. Now you can apply those insights elsewhere. Other times it’s painful. Forcing the logic of your thoughts into words can uncover the madness of your ideas. The holes. The flaws. The biases. Thinking “I want this job because it pays a lot of money” is bearable. Seeing the words on paper looks ridiculous. Things the mind tends to gloss over the pen tends to highlight. Warren Buffett once said: Some of the things I think I think, I find don’t make any sense when I start trying to write them down. You ought to be able to explain why you’re taking the job you’re taking, why you’re making the investment you’re making, or whatever it may be. And if it can’t stand applying pencil to paper, you’d better think it through some more. A common question people ask professional writers is, “Where do you get your ideas?” A common answer is, “From writing.” Writers don’t know exactly what they’ll write about until they start writing, because the process crystallizes the fuzzy ideas we all have floating around. This chicken-and-egg problem is probably why writing is intimidating for some people. They don’t think they can write because – in their head, as this moment – they don’t know what they’d write about. But hardly anyone does. So, write. A journal. A business manifesto. An investment plan. You don’t have to publish it. It’s the process that matters. You’ll uncover so much you never knew.

personaldevelopment

Personal Development

writing

Reading & Writing

problemsolving

Problem Solving

communication

Communication

creativity

Creativity

Why Everyone Should Write

Daily life with Borderline Personality Disrorder is really an act of resisting and letting go. Many of us struggle alone or with few friends. We may tend to withdraw and feel safer alone or with someone close because we are hypersensitive.It's a struggle that is very overwhelming all too often because the urges to act out, etc are very strong. However, understanding that we can fight back and slowly regain control can be empowering and bring much needed hope.

Living With BPD 

Every day, we have to resist <ul><li>engaging in self-destructive behavior </li><li>not contacting people that negatively impact our mental health</li><li>resisting the urge to not obsess over someone</li><li>resisting urges to make bad decisions in general</li></ul>

What We Resist

In order to resist, we also need to learn to let go.<ul><li>let go of thoughts that are not beneficial to us and that may lead to bad decisions</li><li>let go of limiting beliefs</li><li>let go of painful things through therapy, by reading about it and through auto-analysis</li><li>trying to let go of self-soothing in unhealthy ways</li></ul>

What We Let Go

<ul><li>DBT (Dialectical Behavioral Therapy) is the best approach to our struggle.</li><li>Slowly reinforcing and not reinforcing habits, negative thoughts, obsessive thoughts.</li><li>Learning to redirect our attention to our breath when our thoughts do not serve us (addiction triggers that may lead to relapse, obsessive thoughts, etc). Redirect our attention to something else, more productive or pleasurable.</li><li>Taking your time to cool down to reply to people in order to no act out</li><li>Understanding that you should just turn your back and leave in many situations</li><li>Learning to pick your battles and preserve your energy</li></ul>

What We Can Do

Your thoughts are not you. They lie to us often. We must learn to let go of thoughts that are detrimental to us.Trauma left deep and open wounds that manifest in our thoughts and in other ways. But we are, above all, conscience and we can cultivate healthier thoughts, including negative self-talk. Don't be harsh to yourself. Treat yourself as a friend would.

Our Thoughts

How Borderline Personality Disorder is an act of resisting and letting go and a few ways to cope.

So much of my daily life, as someone with Borderline Personality Disorder (BPD), is resisting and letting go. RESISTING Resisting the urge to message someone that wasn't good for me, resisting the urge to overreact, resisting the urge to engage in self-destructive behavior (even if it's cigarette smoking, chainsmoking is awful), resisting the urge to…

Understand yourself and those around you.

psychology

Psychology

mindfulness

Mindfulness

mentalhealth

Mental Health

Living With BPD As An Act Of Resisting And Letting Go

For a company with staff all over the world, sharing documentation typically makes more sense than aligning schedules for a video conference.But when something’s not clicking, people just aren’t agreeing with whatever you’re trying to decide, it’s a great time to hop onto a meeting. The key is to avoid making meetings the default option for your communication needs. Instead, they should be used sparingly, and only when the desired outcome justifies their use.

Hold meetings for the right reasons

Great meetings begin with an icebreaker to get the participants feeling grounded and comfortable with one another. For example, lead your audience through a quick exercise on a Miro board, inviting them to match their mood to a spot on an emotions wheel.

If you do have to hold a meeting, start with an icebreaker

People are always looking for value in any sort of dialogue. Identify their wants and needs and appeal to them as best you can while remembering your own purpose. Reading the situation this way will help you figure out how to best communicate—for example, whether the situation calls for more yes/no questions or more open-ended inquiries.

Know the value your fellow collaborators are looking for

Good documentation is the bedrock of any modern workplace, particularly when the staff is far-flung. And you’ll want everyone to feel empowered to serve as a documentarian.Screen for that from the very beginning, from the hiring process.

Hire for and hone people’s writing skills

If your job requires cross-cultural collaboration, stop using idioms.A few terms commonly used in American business that do not translate easily for non-native English speakers:<ul><li>Bring our A-game</li><li>Come up for air</li><li>Cut and dry</li><li>Level the playing field</li><li>Off the top of my head</li><li>Zero in on</li><li>Get ahead of the curve</li><li>Put out some feelers.</li></ul>Replace them with a single word

Stick to “global English”

Collaboration has been a corporate buzzword for at least a decade, but even those who have mastered it have had to rethink their approaches at companies that are now largely remote or hybrid.

teamwork

Teamwork

How to be a better collaborator in a distributed-workforce world

“Walk slowly, but never backward.”

“Look around your environment.Rather than seeing items as objects, see them as magnets for your attention. Each object gently pulls a certain amount of your attention toward it.Whenever you discard something, the tug of that object is released. You get some attention back.”

“Powerful combination = Hate being bad at stuff + Willing to look like a beginner.People who hate being bad at stuff are driven to improve. However, if they are unwilling to look like a beginner from time to time, they will avoid new challenges and struggle to reinvent themselves.Meanwhile, people who are willing to try new things, but lack a thirst to improve will settle for mediocre results.It's the willingness to look foolish for a short time—but not for a long time—that leads to jumps in performance.”

“I started dividing my to-do list into 1) things I have to do, 2) things I want to do, and 3) things other people want me to do. Life changing! I often don’t get to #3 and I finally realized… this is what it means to have boundaries.”

“Everyone writes in a way; that is, each person has a “story,” a personal narrative which is constantly being replayed, revised, taken apart, and put together again. The significant points in this narrative change as a person ages—what may have been tragedy at twenty is seen as comedy or nostalgia at forty. All children write. (And paint, and sing.) I suppose the real question is why do so many people give it up?”

What is a small, but courageous choice you can make today?

1 QUESTION FOR YOU

3-2-1: How to divide your to-do list, and the universal nature of writing

Who is helping you, don't forget them. Who is loving you, don't hate them. Who is believing you, don't cheat them.

Relationships are more important than life, but it is important for those relationships to have life in them.

Like me or hate me, both are in my favor. If you like me I am in your heart, if you hate me I am in your mind.

Fill the brain with high thoughts, highest ideals, place them day and night before you, and out of that will come great work.

Anything that makes you weak physically, intellectually, and spiritually, reject as poison.

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Motivation & Inspiration

education

Learning & Education

5 life lessons from Swami Vivekananda...

Before being shared on the MIT website, Asimov’s essay On Creativity had been gathering dust for nearly 50 years in a filing cabinet at the Allied Research Associates, a thinktank tasked with generating ‘outside the box’ ideas for a missile defence system. Asimov had been hired by the agency but soon thought better of it; he felt that knowledge of government secrets would compromise his freedom of expression. In the hope of leaving something useful behind, Asimov decided to address the question ‘How do people get new ideas?’

Asimov “On Creativity”

Succinct, astute and occasionally anachronistic – happily it’s no longer true to say that “the world in general disapproves of creativity, and to be creative in public is particularly bad” – the essay is packed with insights about the creative process and is particularly good on what Asimov calls “cerebration sessions”, or brainstorms as we call them today.

“Cerebration Sessions”

Is any creative tool more widely maligned or justly ridiculed than the brainstorm? Probably not.Yet even though brainstorms are often poorly conceived and, as Asimov observes, individuals are capable of extraordinary creative breakthroughs on their own, there is often merit in coming together for “cerebration sessions”, if only to share “theories and vagrant thoughts”.

For The Sharing Of “Theories And Vagrant Thoughts”

So what are the right conditions to induce collective creativity? How do you get right what others have got so wrong? And is there such a thing as the perfect brainstorm?Here are some simple principles:<ol><li>Get the personnel right</li><li>Mood matters</li><li>Don’t begin with the brainstorm</li><li>Don’t let the loudmouth win</li><li>Have a leader</li><li>Without quantity there’ll be no quality</li><li>It’s the most uncomfortable ideas that are often the most valuable</li></ol>

The Brainstorm “How-To”

The make-up of who you choose to invite is important. The more diverse, the better. Choose a mix of characters, backgrounds, expertise and experience. Asimov encourages the recruitment of “eccentrics” who are “willing to fly in the face of reason, authority, and common sense” – though you probably don’t want too many of these in the room at the same time.

Brainstorm Principle #1: The Right Personnel Mix

When it comes to numbers, five people should be the upper limit. Any more and the opportunity for genuine interaction and exchange disappears. If lots of people need to be involved, or want the opportunity to solve the brief, then stage more sessions. Don’t be tempted to invite them all in one go.

Brainstorm Principle #2: The Right Personnel Number

The conditions under which you hold the brainstorm count for a lot. If it’s 24 hours before a pitch that could keep your struggling agency afloat and everyone knows their jobs are on the line, don’t expect the ideas to flow. As Asimov says, “probably more inhibiting than anything else is a feeling of responsibility”.Instead, you need to create a vibe where anything goes. For Asimov, “there should be a feeling of informality. Joviality, the use of first names, joking, relaxed kidding”.

Brainstorm Principle #2: Mood And Time

To further enable informality, Asimov suggests meeting in someone’s home or in a restaurant rather than in a bland conference room. The local park on a sunny day is hard to beat. And if you can begin the brainstorm with a stroll, even better.Another great trick is to begin with the question, “What’s the worst possible idea we can come up with?” This immediately takes the pressure off. It’s fun and often funny. And it can sometimes take you in a really unusual direction, straight off the bat.

Brainstorm Principle #2: Mood And Place/Pitch

Asimov was a big believer in the power of individual creativity. He writes, “as far as creativity is concerned, isolation is required. The creative person is, in any case, continually working at it. His mind is shuffling his information at all times, even when he is not conscious of it.”The number one mistake people make when staging a brainstorm is for the brainstorm itself to be the first time attendees see the brief. Far better is to share the brief beforehand, give everyone some time to absorb and incubate the problem, and then come along with a few early thoughts sketched out.

Brainstorm Principle #3: First Shuffle Your Deck

You can then begin by moving round the group with an individual show and tell. And very often new and exciting ideas will emerge through combinations of these nascent thoughts.

Brainstorm Principle #3: Then Look For Cards And Hands

One of the problems with the format of the brainstorm is that it favours those with the loudest voices. And those with the loudest voices are often the ones with the least interesting things to say.Asimov writes, “If a single individual present has a much greater reputation than the others, or is more articulate, or has a distinctly more commanding personality, he may well take over the conference and reduce the rest to little more than passive obedience.”

Brainstorm Principle #4: Beware Of The Loudmouth

One study, mentioned by Mathew Syed in Rebel Ideas, suggests that on average, in a 4 person group, 2 people do 62% of the talking, and in a 6 person group, 3 people do 70% of the talking. The larger the group, the worse the problem. And the people doing all the talking typically believe everyone is speaking equally.

Brainstorm Principle #4: Beware Of The Duologue

One way around brainstorm takeovers is to employ a technique called brainwriting. Each person at the brainstorm comes along with an idea that they think could be a possible solution to the brief. Each idea is written on a Post It, anonymously without attribution, and stuck on a wall. Together the group talk through these ideas one by one and assess their merits without being influenced by their perception of who came up with the idea. It’s a simple way to ensure everyone’s voice is heard equitably.

Brainstorm Principle #4: Establish Brainwriting

Democracy is a wonderful thing, but, when it comes to creativity, a benign dictatorship often produces better results. Every brainstorm needs a leader; someone who can shape and direct the discussion without dominating it.Asimov suggests the role of this leader is similar to that of a psychologist, “asking the right questions (and except for that interfering as little as possible)”. The leader of the brainstorm is the one who manages momentum; a brainstorm is nothing without flow.

Brainstorm Principle #5: Have A Leader

To achieve momentum and flow, pinch a technique from improvisational comedy known as “Yes, and…”In improv when someone makes a suggestion you go with it. Even if it’s a completely ridiculous suggestion. When they tell you you’re a tree, then you don’t say, “No, I’m not a tree” – if you do your improv career is not going to be a long one. Instead, you say, “Yes, and if I’m a tree then that means the birds on my branches etc…”

Brainstorm Principle #5: Adopt The “Yes, And…” Thinking

Going with a ridiculous suggestion isn’t the same as accepting the hoary old premise that there’s no such thing as a bad idea. Of course there are bad ideas. But if someone suggests one in the brainstorm, the leader must look for some aspect of it that can be built on or taken somewhere else, all the time encouraging an onward flow of ever-evolving thoughts.

Brainstorm Principle #5: Re-Channel The (Inevitable) Bad Ideas

The first person to come up with the idea of the brainstorm is said to have been legendary ad man Alex Osborn, the ‘O’ in BBDO. He had four rules of brainstorming. The third was “Go for quantity. The more ideas you have, the better.” (In case you’re wondering, the first was “Don’t judge or criticise ideas”; the second was “Be freewheeling, the wilder the idea, the better”; and the fourth was “Build on the idea of fellow group members”.)

Brainstorm Principle #6: Go For Quantity (Brainstorm Originals)

“The more ideas you have, the better” is undoubtedly true. Asimov again: “For every new good idea you have, there are 100, 10000 foolish ones.” So keep on pushing. As Thomas Edison said, “When you have exhausted all possibilities, remember this: you haven’t.”But: like so many things, brainstorms typically operate on a bell curve. A little slow to get started, they’re most fruitful in the middle before they ebb to a natural conclusion. Judging when this moment has occurred is another reason to have a wise leader. And if you’re still going after 90 minutes, you should stop.

Brainstorm Principle #6: Watch For The Curve’s Tail

When she’s teaching, the artist Marina Abramović gives each of her students 1,000 pieces of paper. They spend three months coming up with ideas – one for each sheet of paper. The ones they like they keep on their desk; the ones they don’t they throw in a bin. At the end of the three months Abramović discards the ideas on the desk without even looking at them, and retrieves the ones from the trash, because she believes the ones in the trash “are a treasure trove of things they’re afraid to do”.

Brainstorm Principle #7: Pick Through Your Old Trash

If an idea feels at first awkward or uncomfortable or challenging then there’s a good chance it has within it the seeds of something special.Asimov writes, “It is only afterward that a new idea seems reasonable. To begin with, it usually seems unreasonable. It seems the height of unreason to suppose the earth was round instead of flat, or that it moved instead of the sun, or that objects required a force to stop them when in motion, instead of a force to keep them moving, and so on.”

Brainstorm Principle #7: Turn Old Trash Into New Treasure

The truthful answer to Asimov’s opening question is by taking a shower or walking the dog or doing the dishes. Insights occur most often when we’re alone, our minds are at rest and we’re not consciously thinking.

So, “How Do People Get New Ideas?”

The ‘cerebration session’ or brainstorm can be a valuable tool to share your ideas with others, to combine them and to produce a whole raft of new thoughts.And if you’re able to gather a group of people together who are “thoroughly relaxed, free of responsibility, discussing something of interest, and being by nature unconventional”, then even if you don’t come up with a great idea you’ll have fun trying.

So, Why Brainstorm?

Brainstorming has something of a bad name these days. But with a little bit of help from a classic essay by Isaac Asimov, Richard Holman offers some advice on how it can be done well. 

Brainstorming has something of a bad name these days. But with a little bit of help from Isaac Asimov, here’s some advice on how it can be done well

How To Conduct The Perfect Brainstorm

The last emperor of India’s Mauryan Dynasty, Ashoka became a patron of Buddhism after witnessing the suffering caused by his military conquest of Kalinga. Following this, he renounced violence in favor of “conquest by Dharma.”

Ashoka The Great Buddhist 

Ashoka adopted the Buddhist virtues of honesty, compassion, humility, & non-violence. As a ruler with perhaps the power to outcast minority religions, Ashoka nonetheless exercised & encouraged tolerance & respect for all spiritual alignments.

New Principles 

Ashoka appointed “Dharma Ministers,” public servants—especially attentive to gender & religious minorities—who also reported the state of the general citizenship to Ashoka frequently. Under his rule, the government constructed hospitals, veterinary hospitals, wells, & other public-serving structures.

Dharma Government 

The Emperor had stupas & monasteries built, along with pillars inscribed with his interpretations of just spirituality & philosophy. He sent his own children as preaching missionaries to Sri Lanka, & made personal efforts to settle disputes within the Sangha (or Buddhist community).

Patronage Projects 

Ashoka the Great was the ideal Chakravartin ruler, who used Buddhism as a template for just & benevolent governance. 

Ashoka, also spelled Aśoka,  (died 238? bce,  India), last major emperor of the Mauryan dynasty of India. His vigorous patronage of Buddhism during his reign (c. 265–238 bce; also given as c. 273–232 bce) furthered the expansion of that religion throughout India. Following his successful but bloody conquest of the Kalinga country on the east coast, Ashoka renounced armed conquest and adopted a policy that he called “conquest by dharma” (i.e., by principles of right life). In order to gain wide publicity for his teachings and his work, Ashoka made them known by means of oral announcements and by engravings

philosophy

Philosophy

religionandspirituality

Religion & Spirituality

artsandculture

Society, Arts & Culture

Ashoka | Biography, History, Religion, India, & Buddhism

<ul>
<li>Velocity measures displacement. Speed is the distance traveled over time.</li>
<li>A lot of people think in terms of one dimension (speed) and are passed by people who think in multiple dimensions (velocity).</li>
<li>You need to distinguish between tasks that offer a lot of speed and those that offer velocity.</li>
</ul>

Speed vs Velocity

<ul>
<li>Saying yes to everything is a quick road to mediocrity.</li>
<li>You need to distinguish between tasks that offer a lot of speed and those that offer velocity.</li>
<li>Busywork is doing work that keeps you occupied but doesn’t get you where you want to go.</li>
<li>Instead of asking how many tasks you can tackle given your working hours. Ask how many you can ditch given what you must do to excel.</li>
<li>Doing more isn’t always moving you ahead.</li>
</ul>

How to use this at work?

<ol><li>To the extent possible, ruthlessly shave away the unnecessary tasks, priorities, meetings, and BS.</li><li>Don’t rely on your willpower to say no; instead, create systems that help you fend off distractions.</li><li>Say “no” to your boss: Explain that saying no means that you’re going to be better at the tasks that are most important to your job, and tie those tasks to your boss’s performance.</li></ol>

Three ways to increase velocity

It’s tempting to think that in order to be a valuable team player, you should say “yes” to every request and task that is asked of you.

People who say yes to everything have a lot of speed. They're always doing stuff but never getting anything done. Why? Because they don't think in terms of velocity. Understanding the difference between speed and velocity will change how you work.

productivity

Productivity

habits

Habits

timemanagement

Time Management

Understanding Speed and Velocity: Saying "NO" to the Non-Essential - Farnam Street

<ul><li>In baseball, Reggie Jackson struck out 2600 times in his career, the most in the history of baseball. But you don't hear about the strikes out. People remember the home runs. </li><li>Early in his career, Denzel Washington auditioned for a part in a Broadway musical. He didn't get it. He walked out of there to prepare for the next audition and the next audition but continued to fail.</li></ul> You will fail at some point in your life. You will lose and suffer at something. However, every failed attempt is one step closer to success. Get up and do it again and again. Sooner or later, you will get a break.

Fall forward

If you don't fail, you're not even trying.  To get something you never had, you have to do something you never did.

Have the guts to fail

One of The Best Motivational Speech Ever! ================================================ 👨🏻‍⚕️ If you're struggling and having a hard time, consider taking an online therapy session with our partner BetterHelp: http://tryonlinetherapy.com/hesmotivation If you use our link and make a purchase, we will receive a tiny commission percentage. Thank you for supporting us :) ================================================ 👕 Get Your Merchandise With 10% Discount Now: https://teespring.com/stores/hesmotivation?pr=disc10 ================================================ ► SUBSCRIBE for more: http://bit.ly/1hD9KNd ✔️ FACEBOOK ► http://www.facebook.com/HamzaEsSaghoini ✔️ TWITTER ► http://twitter.com/HamzaEsSaghoini ✔️ INSTAGRAM ► http://instagram.com/HamzaEsSaghoini ================================================ ►Thanks to University of Pennsylvania for this amazing video: http://www.upenn.edu/ https://www.youtube.com/user/UnivPennsylvania https://www.facebook.com/UnivPennsylvania music by: Grégoire Lourme: http://www.gregoirelourme.com/ Steve Jablonsky: https://itunes.apple.com/es/artist/steve-jablonsky/id21402948 ================================================ ►Any material uploaded in this video is used with the permission of the author. All video footage used including thumbnails is licensed under Creative Commons CC-BY. https://creativecommons.org/ However, if any content owners would like their images removed, please contact us by email at hesheshes19@gmail.com ================================================ This is a referral link for BetterHelp, http://tryonlinetherapy.com/hesmotivation. If you use our link and make a purchase, we will receive a tiny commission percentage, Thank you for supporting us :) #motivationalvideo #motivationalspeech #HESMotivation

videos

Videos

Denzel Washington - Fall Forward

Most workplace wellness programs focus on supporting self-care, such as gym memberships, meditation apps, or paid time off. Researchers who study employee well-being applaud the genuine concern but are also increasingly concerned that the emphasis on self-care may undermine, rather than support, employee wellness.

Workplace wellness programs

The problem with programs supporting self-care is that it fails to take into account that we are social animals. Our psychological health is grounded in attachment to and acceptance by others. When we feel disconnected from others, it poses a significant health risk. Human connections are critical for addressing the effects of stress, anxiety, and burnout. When organisations focus on individual solutions, it conveys a message that employees are left to manage their pain alone. A real solution requires an entirely different approach to workplace suffering.

Human well-being is not achieved alone

Research shows that when teams framed setbacks as if they belonged to the whole team, even if only some members were affected, they increased their communication and acknowledged and helped one another. This improved their function as a group. By contrast, teams who tried to cope with adversity individually became isolated, stopped communicating, and became physically and socially distanced. Team functioning declined, leading to errors and increased stress.

Frame adversity as belonging to the collective

A relational pause is a temporary, often brief, break from ongoing task work, where people are invited to ask and answer the question, “How is our work affecting us as human beings?” This pause aims to foster sincere and genuine connections between employees that enable individual well-being. It does not require people to be friends but instead to actively help group members engage productively.

Create and foster relational pauses

When adversity is framed as collective, individuals experience themselves as part of a joint struggle. Everyone can look at each other with compassion and empathy. They come to see each other as having both strengths and weaknesses. This helps the group as a whole engage in more mature interactions.

Struggling together creates well-being for all

When the team is in the grip of anxiety, it is difficult to think clearly or regain composure. The act of describing an emotional experience, and receiving compassion, in turn, cause each team member to shoulder some of the burdens.

Hightened emotions are dispersed and processed

As teams practice relational pauses, they learn to understand their own dynamics. They start to know each other and the difficulties in more nuanced ways and recognise when emotions triggered by adversity may lead them astray. The team learn to pause so they can reflect and make a deliberate choice about their path forward and how they will struggle together.

The team learns to recognize and reflect on their behavior

Individual distress is a collective problem.

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Career

corporateculture

Corporate Culture

health

Health

humanresources

Human Resources

Stop Framing Wellness Programs Around Self-Care

Find  Self Improvement Tips - Curated from popular Books like Atomic Habits, 48 Rules of Power, Deep Work, Rich Dad Poor Dad and way more!