Decision Making And Problem Solving Quotes

Make New Year's goals. Dig within, and discover what you would like to have happen in your life this year. This helps you do your part. It is an affirmation that you're interested in fully living life in the year to come. Goals give us direction. They put a powerful force into play on a universal, conscious, and subconscious level. Goals give our life direction. What would you like to have happen in your life this year? What would you like to do, to accomplish? What good would you like to attract into your life? What particular areas of growth would you like to have happen to you? What blocks, or character defects, would you like to have removed? What would you like to attain? Little things and big things? Where would you like to go? What would you like to have happen in friendship and love? What would you like to have happen in your family life? What problems would you like to see solved? What decisions would you like to make? What would you like to happen in your career? Write it down. Take a piece of paper, a few hours of your time, and write it all down - as an affirmation of you, your life, and your ability to choose. Then let it go. The new year stands before us, like a chapter in a book, waiting to be written. We can help write that story by setting goals.

We found that trees could communicate, over the air and through their roots. Common sense hooted us down. We found that trees take care of each other. Collective science dismissed the idea. Outsiders discovered how seeds remember the seasons of their childhood and set buds accordingly. Outsiders discovered that trees sense the presence of other nearby life. That a tree learns to save water. That trees feed their young and synchronize their masts and bank resources and warn kin and send out signals to wasps to come and save them from attacks. “Here’s a little outsider information, and you can wait for it to be confirmed. A forest knows things. They wire themselves up underground. There are brains down there, ones our own brains aren’t shaped to see. Root plasticity, solving problems and making decisions. Fungal synapses. What else do you want to call it? Link enough trees together, and a forest grows aware.

Decision making and problem solving are not the same. To solve a problem, one needs to find a solution. To make a decision, one needs to make a choice.

One night I was sitting on the bed in my hotel room on Buker Hill, down in the middle of Los Angeles. It was an important night in my life, because I had to make a decision about the hotel. Either I paid up or I got out: that was what the note said, the note the landlady had put under my door. A great problem, deserving acute attention. I solved it by turning out the lights and going to bed.

If we could eliminate the concept of town and return to live in small villages, all world problems were solved.

A problem well-defined is a problem half solved.

Let them see that you trust them & let them solve their own problems, make their own decisions.Do that & they will commit their lives to you. Bully the, control them out of fear or malice or just for your own convenience, & after a while you'll have to spend all your time thinking for them, controlling them, & stifling their resentment.

We must harness curiosity, creativity, and diverse perspectives, because today’s standard knowledge will not help us handle tomorrow’s surprises.

If we are going to live with our deepest differences then we must learn about one another.

What am I supposed to think, when you imagine me pure as the driven snow? I am not a child. If you strip me of the responsibility for my decisions, you strip me of the capacity to make them, as well. I am not a kitten, to be rescued from the jaws of a wolf. I'm a grown woman. And it is not your place to solve my problems without asking me for my opinion.

There will be setbacks and false starts. There are many who won't agree with every decision or policy I make as president. And we know the government can't solve every problem. But I will always be honest with you about the challenges we face. I will listen to you, especially when we disagree. And, above all, I will ask you to join in the work of remaking this nation, the only way it's been done in America for 221 years -- block by block, brick by brick, calloused hand by calloused hand.

I have found it helpful to think of my life as if it were a game in which each problem I face is a puzzle I need to solve. By solving the puzzle, I get a gem in the form of a principle that helps me avoid the same sort of problem in the future. Collecting these gems continually improves my decision making, so I am able to ascend to higher and higher levels of play in which the game gets harder and the stakes become ever greater.

Conflict is not necessarily bad. If you can avoid taking conflict personally, it is actually a way to get better decisions and better results.

The training, decision-making wise, should be harder than the game,’ says Wayne Smith. ‘So you try an overlying principle of throwing problems at them – unexpected events – forcing them to solve the problems.

Problems don’t solve themselves neatly like that, due to a set of coincidences. Problems are solved by making decisions. Erika had always said that, and he had thought she was being doctrinaire. But it was true. Deciding not to change anything was a decision in itself. He hadn’t fully understood this before.

Excuse me while I throw this down, I’m old and cranky and tired of hearing the idiocy repeated by people who ought to know better. Real women do not have curves. Real women do not look like just one thing. Real women have curves, and not. They are tall, and not. They are brown-skinned, and olive-skinned, and not. They have small breasts, and big ones, and no breasts whatsoever. Real women start their lives as baby girls. And as baby boys. And as babies of indeterminate biological sex whose bodies terrify their doctors and families into making all kinds of very sudden decisions. Real women have big hands and small hands and long elegant fingers and short stubby fingers and manicures and broken nails with dirt under them. Real women have armpit hair and leg hair and pubic hair and facial hair and chest hair and sexy moustaches and full, luxuriant beards. Real women have none of these things, spontaneously or as the result of intentional change. Real women are bald as eggs, by chance and by choice and by chemo. Real women have hair so long they can sit on it. Real women wear wigs and weaves and extensions and kufi and do-rags and hairnets and hijab and headscarves and hats and yarmulkes and textured rubber swim caps with the plastic flowers on the sides. Real women wear high heels and skirts. Or not. Real women are feminine and smell good and they are masculine and smell good and they are androgynous and smell good, except when they don’t smell so good, but that can be changed if desired because real women change stuff when they want to. Real women have ovaries. Unless they don’t, and sometimes they don’t because they were born that way and sometimes they don’t because they had to have their ovaries removed. Real women have uteruses, unless they don’t, see above. Real women have vaginas and clitorises and XX sex chromosomes and high estrogen levels, they ovulate and menstruate and can get pregnant and have babies. Except sometimes not, for a rather spectacular array of reasons both spontaneous and induced. Real women are fat. And thin. And both, and neither, and otherwise. Doesn’t make them any less real. There is a phrase I wish I could engrave upon the hearts of every single person, everywhere in the world, and it is this sentence which comes from the genius lips of the grand and eloquent Mr. Glenn Marla: There is no wrong way to have a body. I’m going to say it again because it’s important: There is no wrong way to have a body. And if your moral compass points in any way, shape, or form to equality, you need to get this through your thick skull and stop with the “real women are like such-and-so” crap. You are not the authority on what “real” human beings are, and who qualifies as “real” and on what basis. All human beings are real. Yes, I know you’re tired of feeling disenfranchised. It is a tiresome and loathsome thing to be and to feel. But the tit-for-tat disenfranchisement of others is not going to solve that problem. Solidarity has to start somewhere and it might as well be with you and me

Decision maturity is to ensure the right decisions have been made by the right people at the right time to solve the right problems.

You will make a perfectly rational mistake: You will assume that sooner or later the paradigm you are presently practicing (which has been mostly successful) will solve all the rest of your problems.

it helps to think of ADHD as a complex set of contradictory or paradoxical tendencies: a lack of focus combined with an ability to superfocus; a lack of direction combined with highly directed entrepreneurialism; a tendency to procrastinate combined with a knack for getting a week’s worth of work done in two hours; impulsive, wrongheaded decision making combined with inventive, out-of-the-blue problem solving; interpersonal cluelessness combined with uncanny intuition and empathy; the list goes on.

You should take a good look at all sides of an issue before making a decision. Put something away in case of an emergency. New neighbors will bring good cheer. A small problem may occur at home base, but you will solve it quickly and correctly. Don’t offer smart advice unless you are really asked to comment.

Educating girls has proven to be one of the world’s best-ever ideas. When women are educated, all kinds of wonderful things happen in societies. The workforce becomes diversified and able to make better decisions and solve more problems. Educated mothers decide to have fewer children and more children survive.

once your brain is filled with all these negative emotions, you don’t really have a space to think anything other than a vicious cycle of negative thinking only. All creative people are joyful and positive about life.

Simply put, a woman’s brain is not her friend when it comes to confidence. We think too much and we think about the wrong things. Thinking harder and harder and harder won’t solve our issues, though, it won’t make us more confident, and it most certainly freezes decision making, not to mention action. Remember, the female brain works differently from the male brain; we really do have more going on, we are more keenly aware of everything happening around us, and that all becomes part of our cognitive stew. Ruminating drains the confidence from us. Those negative thoughts, and nightmare scenarios masquerading as problem solving, spin on an endless loop. We render ourselves unable to be in the moment or to trust our instincts because we are captive to those distracting, destructive thoughts, which gradually squeeze all the spontaneity out of life and work. We have got to stop ruminating.

The experience of death is going to get more and more painful, contrary to what many people believe. The forthcoming euthanasia will make it more rather than less painful because it will put the emphasis on personal decision in a way which was blissfully alien to the whole problem of dying in former times. It will make death even more subjectively intolerable, for people will feel responsible for their own deaths and morally obligated to rid their relatives of their unwanted presence. Euthanasia will further intensify all the problems its advocates think it will solve.

Giving people room to make mistakes doesn’t mean excusing bad behavior, ignoring poor decisions, or avoiding the feedback they need to hear to be better. Teaching people to problem-solve on their own is important, but so is helping them grow from their mistakes. If they don’t realize they’re doing something wrong to begin with, someone has to tell them.

This is how to start telling the difference between thoughts that are informed by your intuition and thoughts that are informed by fear: Intuitive thoughts are calm. Intruding thoughts are hectic and fear-inducing. Intuitive thoughts are rational; they make a degree of sense. Intruding thoughts are irrational and often stem from aggrandizing a situation or jumping to the worst conclusion possible. Intuitive thoughts help you in the present. They give you information that you need to make a better-informed decision. Intruding thoughts are often random and have nothing to do with what’s going on in the moment. Intuitive thoughts are “quiet”; intruding thoughts are “loud,” which makes one harder to hear than the other. Intuitive thoughts usually come to you once, maybe twice, and they induce a feeling of understanding. Intruding thoughts tend to be persistent and induce a feeling of panic. Intuitive thoughts often sound loving, while invasive thoughts sound scared. Intuitive thoughts usually come out of nowhere; invasive thoughts are usually triggered by external stimuli. Intuitive thoughts don’t need to be grappled with—you have them and then you let them go. Invasive thoughts begin a whole spiral of ideas and fears, making it feel impossible to stop thinking about them. Even when an intuitive thought doesn’t tell you something you like, it never makes you feel panicked. Even if you experience sadness or disappointment, you don’t feel overwhelmingly anxious. Panic is the emotion you experience when you don’t know what to do with a feeling. It is what happens when you have an invasive thought. Intuitive thoughts open your mind to other possibilities; invasive thoughts close your heart and make you feel stuck or condemned. Intuitive thoughts come from the perspective of your best self; invasive thoughts come from the perspective of your most fearful, small self. Intuitive thoughts solve problems; invasive thoughts create them. Intuitive thoughts help you help others; invasive thoughts tend to create a “me vs. them” mentality. Intuitive thoughts help you understand what you’re thinking and feeling; invasive thoughts assume what other people are thinking and feeling. Intuitive thoughts are rational; invasive thoughts are irrational. Intuitive thoughts come from a deeper place within you and give you a resounding feeling deep in your gut; invasive thoughts keep you stuck in your head and give you a panicked feeling. Intuitive thoughts show you how to respond; invasive thoughts demand that you react.

When you build a product or service, you make the call on hundreds of tiny decisions each day. If you’re solving someone else’s problem, you’re constantly stabbing in the dark. When you solve your own problem, the light comes on. You know exactly what the right answer is.

Critical Thinking narrows and creative thinking expands, but they must work in tandem for problem solving and decision making.

Framing the right problem is equally or even more important than solving it.

Belief is not merely a vital part of any major accomplishment; rather, belief is EVERYTHING before you take even the first step in any direction.

If I have the belief that I can do it, I shall surely acquire the capacity to do it even if I may not have it at the beginning.” ~Gandhi

If you don’t believe (or maybe you don’t’ want to believe) that you can climb the Mount Everest, you won’t take any action.

Developing ideas is also like building muscles. If you want to build muscles, you work out with heavier weights and stretch your muscles.

That’s what procrastination does. It gives you enough time to consider divergent ideas, to think in non-linear ways, and to make unexpected moves.

Here is the key. Procrastination is a vice when it comes to productivity, but it becomes a virtue for creativity.

Stay relaxed and wait for your Eureka moment. It will come at a time and places generally when you least expect it to come.

Often, we already have the answers to our problems, but we don’t quiet ourselves enough to see the solutions bubbling just below the surface.

Architect Wernher Von Braun had this to say on the matter: “One good test is worth a thousand expert opinions.

You’ve started thinking backward, not even touching the data until you know the question, the destination. Different

If you get into this rhythm of reshaping questions consciously when you start any process, you should find that some of this questioning comes naturally with practice and patience.

Good Working Habit No. 3. When You Face a Problem, Solve It Then and There if You Have the Facts Necessary to Make a Decision. Don’t Keep Putting off Decisions.

Build confidence in your ability to solve problems and make decisions, and your response to challenging situations will be more positive.

We develop new confidence in problem solving, decision making, creativity, and communication when we expand our comfort zones

In Tetlock’s research, subjects are asked to solve problems and make decisions.11 For example, they’re given information about a legal case and then asked to infer guilt or innocence. Some subjects are told that they’ll have to explain their decisions to someone else. Other subjects know that they won’t be held accountable by anyone. Tetlock found that when left to their own devices, people show the usual catalogue of errors, laziness, and reliance on gut feelings that has been documented in so much decision-making research.12 But when people know in advance that they’ll have to explain themselves, they think more systematically and self-critically. They are less likely to jump to premature conclusions and more likely to revise their beliefs in response to evidence.

Resilience, by its nature, energizes and motivates you and the people around you. Having this internal balance improves your ability to think more clearly, problem solve and make better decisions.

we will visualize it as right-to-left thinking, where we will start on the right side of the problem (what the decision maker’s problem is) and end up on the left side (what we experts and analysts know).

In analytic circles, assuming that the entity or individual you are assessing might think or act as you would is known as mirror-imaging, and it is among the most common mistakes you will see in analysis.

He'll mind. I can see that he's very possessive of you--and very protective." He paused, then said, "Let him mind, Shori. Talk to him. Help him. Reassure him. Stop Violence. But let him feel what he feels and settle his feelings his own way." "All right." "...Let them see that you trust them and let them solve their own problems, make their own decisions. Do that and they will willingly commit their lives to you. Bully them, control them out of fear or malice or just for your own convenience, and after a while, you'll have to spend all your time thinking for them, controlling them, and stifling their resentment.

I believe that the four elements and the psychological handicaps that they create are the real secret behind the "four princes " described in The Abramelin. Each of the fo ur ancient elements has a positive psycho­ logical potential as well . The earth element can allow mechan­ical dexterity, and the enjoyment of physical affection. Water can provide intuition. Air can provide logic and problem­ solving skill s. Fire can produce the ability to make decisions,and carry through with them. Even if you already experience these things in some degree or another, they are somewhat repressed by self- doubt and anxiety. Once you have attained the Knowledge and Conversation of your Holy Guardian Angel, you will have the ability to be the master of all of these elements, and that will be the beginning of true magi­ cal ability.

Most engineers can choose where they want to work, and the way they make their decision boils down to two questions: 1) Do I respect the people I’m working for? 2) Will I be given interesting problems to solve?

While we are awake, our brain works in Beta brainwaves, which is not an ideal condition for ideas to come up. To generate creativity, you need a calmer and relaxed state of mind that comes with Alpha brainwaves.

Self-care is an attitude toward ourselves and our lives that says, I am responsible for myself. I am responsible for leading or not living my life. I am responsible for tending to my spiritual, emotional, physical, and financial well-being. I am responsible for identifying and meeting my needs. I am responsible for solving my problems or learning to live with those I cannot solve. I am responsible for my choices. I am responsible for what I give and receive. I am also responsible for setting and achieving my goals. I am responsible for how much I enjoy life, for how much pleasure I find in daily activities. I am responsible for whom I love and how I choose to express this love. I am responsible for what I do to others and for what I allow others to do to me. I am responsible for my wants and desires. All of me, every aspect of my being, is important. I count for something. I matter. My feelings can be trusted. My thinking is appropriate. I value my wants and needs. I do not deserve and will not tolerate abuse or constant mistreatment. I have rights, and it is my responsibility to assert these rights. The decisions I make and the way I conduct myself will reflect my high self-esteem. My decisions will take into account my responsibilities to myself.

What I was quickly discovering about the presidency was that no problem that landed on my desk, foreign or domestic, had a clean, 100 percent solution. If it had, someone else down the chain of command would have solved it already. Instead, I was constantly dealing with probabilities: a 70 percent chance, say, that a decision to do nothing would end in disaster; a 55 percent chance that this approach versus that one might solve the problem (with a 0 percent chance that it would work out exactly as intended); a 30 percent chance that whatever we chose wouldn’t work at all, along with a 15 percent chance that it would make the problem worse.

Psychologist Robert Zajonc takes this claim one step further: “For most decisions, it is extremely difficult to demonstrate that there has actually been any prior cognitive process whatsoever.”28 It isn’t that the decisions people make are irrational; it’s that the process by which decisions are made are utterly unlike the step-by-step rational process that might be used to solve, say, a math problem. Decisions are typically made in the unconscious mind, by means of some unknown process. Indeed,

helps to think of ADHD as a complex set of contradictory or paradoxical tendencies: a lack of focus combined with an ability to superfocus; a lack of direction combined with highly directed entrepreneurialism; a tendency to procrastinate combined with a knack for getting a week’s worth of work done in two hours; impulsive, wrongheaded decision making combined with inventive, out-of-the-blue problem solving; interpersonal cluelessness combined with uncanny intuition and empathy; the list goes on.

Every decision has elements of data and opinion, but they are ultimately driven by one or the other. Sometimes you have to double down on the data; other times you have to look at all the data and then trust your gut. And trusting your gut is incredibly scary. Many people don’t have either a good gut instinct to follow or the faith in themselves to follow it. It takes time to develop that trust. So they try to turn an opinion-driven business decision into a data-driven one. But data can’t solve an opinion-based problem.

QUESTIONS TO CONSIDER • As you survey your company-wide policies and procedures, ask: What is the purpose of this policy or procedure? Does it achieve that result? • Are there any approval mechanisms you can eliminate? • What percentage of its time does management spend on problem solving and team building? • Have you done a cost-benefit analysis of the incentives and perks you offer employees? • Could you replace approvals and permissions with analysis of spending patterns and a focus on accuracy and predictability? • Is your decision-making system clear and communicated widely?

Psychologist Arthur S. Reber offers the following summary of the psychological research on decision making: “During the 1970s . . . it became increasingly apparent that people do not typically solve problems, make decisions, or reach conclusions using the kinds of standard, conscious, and rational processes that they were more-or-less assumed to be using.” To the contrary, people could best be described, in much of their decision making, as being “arational”: “When people were observed making choices and solving problems of interesting complexity, the rational and logical elements were often missing.

I suppose the attitude of the vast majority of people is 'Whats the hurry to do anything at all?' Most people have a job that gives them money and time off to enjoy it. Take the kids to the country, relax. Whats wrong with the way things are? I mean technology may have caused problems, but it's always solved them, hasn't it? We are healthier, and better off, and better dressed, and cleverer, and having more fun than anyone in history. And it's been good old inventive genius that's given us all this, so lets have more of the same. Tomorrow has always been better than today, so why should things suddenly be any different?... That's fine if your'e prepared to put up with a rate of change that makes today's breakneck pace look like a snail out for a walk. And a world more interdependent than it is now. and a level of specialization even more incomprehensible than it is now. And a growing avalanche of innovations each one competing with the other for the steadily shrinking amount of time there will be to make decisions about them. And a growing number of bureaucrats to process and handle those decisions. And outside this maelstrom, this core of decision making, way outside, cut off, the people who don't understand whats going on, and who wouldn't understand even if they got in to find out.

Instruct - Instruct your subconscious mind to find the answer. Incubate - Now, leave the problem aside - don’t work on the problem, go and do something else. Maybe take a shower or go on vacations, etc. Eureka- the moment will jump out of air suddenly, and you will be supplied with the great idea that can transform your life.

Spaghetti thinking prevents taking action towards solutions. If you are frustrated with a coworker, have a child who can’t seem to make a decision or have a friend who seems to have the same set of problems over and over, then they are probably in spaghetti thinking. You ask them something and they get off topic. They talk their way around the real problem. They avoid the most important problem to solve. You want them to commit to solving one problem and they throw 15 other problems in the pile. They avoid real action and real solutions and comfort themselves with venting and overthinking. Spaghetti thinking prevents clarity, wastes time, and prevents productivity.

Anyone who’s ever been in a romantic relationship knows how hard it is to understand a partner’s decision-making, day in and day out. There is no couple that doesn’t compromise, at some level, because we’re all different. We have different goals, moods, interests, and personalities. When we’re in a work environment, we seem to forget this.

Something scary is happening; you don’t want reason getting in the way of survival. The second is that the locus coeruleus is flooding the brain with noradrenaline, compromising the ability to override instincts and impulses. The PFC is the part of the kid’s brain that puts the brakes on impulses and helps him or her make smarter decisions. Telling a kid to sit still, concentrate, and ignore stimuli that are flooding his brain with the need to act is a lot to ask. This down-regulation of the PFC can have different consequences for different people. For some, it results in an inability to concentrate and solve problems, but in others it manifests as impulsive behavior and aggression.

Whether one calls slime molds, fungi, and plants “intelligent” depends on one’s point of view. Classical scientific definitions of intelligence use humans as a yardstick by which all other species are measured. According to these anthropocentric definitions, humans are always at the top of the intelligence rankings, followed by animals that look like us (chimpanzees, bonobos, etc.), followed again by other “higher” animals, and onward and downward in a league table—a great chain of intelligence drawn up by the ancient Greeks, which persists one way or another to this day. Because these organisms don’t look like us or outwardly behave like us—or have brains—they have traditionally been allocated a position somewhere at the bottom of the scale. Too often, they are thought of as the inert backdrop to animal life. Yet many are capable of sophisticated behaviors that prompt us to think in new ways about what it means for organisms to “solve problems,” “communicate,” “make decisions,” “learn,” and “remember.” As we do so, some of the vexed hierarchies that underpin modern thought start to soften. As they soften, our ruinous attitudes toward the more-than-human world may start to change. The second field of research that has guided me in this inquiry concerns the way we think about the microscopic organisms—or microbes—that cover every inch of the planet. In the last four decades, new technologies have granted unprecedented access to microbial lives. The outcome? For your community of microbes—your “microbiome”—your body is a planet. Some prefer the temperate forest of your scalp, some the arid plains of your forearm, some the tropical forest of your crotch or armpit. Your gut (which if unfolded would occupy an area of thirty-two square meters), ears, toes, mouth, eyes, skin, and every surface, passage, and cavity you possess teem with bacteria and fungi. You carry around more microbes than your “own” cells. There are more bacteria in your gut than stars in our galaxy. For humans, identifying where one individual stops and another starts is not generally something we

We can control and direct our thoughts, but it often feels like our thoughts have minds of their own, controlling us and how we feel. Thinking is necessary for solving problems, analyzing, making decisions, and planning, but in between the times of proactive mental endeavors, the mind roams like a wild monkey, dragging you through the brambles of rumination and negativity.

Every time we say “Convince me” or “Come up with a solution that works for both of us,” we give our kids the chance to practice problem solving and decision making. We help them consider appropriate behaviors and consequences, and we help them think about what another person feels and wants. All because we found a way to engage the upstairs, instead of enraging the downstairs.

There is another issue with the largely cognitive approach to management, which we had big-time at Google. Smart, analytical people, especially ones steeped in computer science and mathematics as we were, will tend to assume that data and other empirical evidence can solve all problems. Quants or techies with this worldview tend to see the inherently messy, emotional tension that’s always present in teams of humans as inconvenient and irrational—an irritant that will surely be resolved in the course of a data-driven decision process. Of course, humans don’t always work that way. Things come up, tensions arise, and they don’t naturally go away. People do their best to avoid talking about these situations, because they’re awkward. Which makes it worse.

Thus most individuals are unable to influence measurably the major decisions that affect their lives. There is no conceivable way to remedy this in a technologically advanced society. The system tries to “solve” this problem by using propaganda to make people WANT the decisions that have been made for them, but even if this “solution” were completely successful in making people feel better, it would be demeaning.

When you leave a job, one of the hardest decisions you have to make on cleaning out your desk is what to do with the coffinlike cardboard tray holding 958 fresh-smelling business cards. You can’t throw them out— they and the nameplate and a few sample payroll stubs are proof to yourself that you once showed up at that building every day and solved complicated, utterly absorbing problems there; unfortunately, the problems themselves, though they once obsessed you, and kept you working late night after night, and made you talk in your sleep, turn out to have been hollow: two weeks after your last day that already have contracted into inert pellets one-fiftieth of their former size; you find yourself unable to create the sense of what was really at stake, for it seems to have been the Hungarian 5/2 rhythm of the lived workweek alone that kept each fascinating crisis inflated to its full interdepartmental complexity. But coterminously, while the problems you were paid to solve collapse, the nod of the security guard, his sign-in book, the escalator ride, the things on your desk, the site of colleagues’ offices, their faces seen from characteristic angles, the features of the corporate bathroom, all miraculously expand: and in this way what was central and what was incidental end up exactly reversed.

She’d made the best decision of her life when she convinced the easy-going David that, yes, he really did want to take her on a date. One year later they were inseparable. He would make a patient, persistent father. He clearly adored Eve, but he also refused to put up with any of her drama. They solved their problems in quiet, respectful voices. Even Eve’s father had seemed convinced that Eve and David would be together until they were old and forgetful.

Dear Dan, Do you have general advice for how to approach diffıcult decisions? D.A.: Luckily the technology you need to solve this problem is already at your disposal. All you need is a coin. Assign each car to a side of the coin, flip it high in the air. At this point, you can wait until the coin lands, and use this random device to make your choice - but my guess is that when the coin is in the air, you will realize which car is the one you really want.

Analysis—Break things down into tiny steps. Look at your feelings. Understand why you feel the way you do. This helps you overcome things like uncertainty, anger, fear. Analyze the problems you face. Don’t look at them as a whole. Break them down into chunks. Look at what you need in order to solve each tiny part of them. Even if you are looking at a dead end from a distance, apply the bit-by-bit approach. Solutions frequently present themselves through action.

More people than ever are being paid to think, instead of just doing routine tasks. Yet making complex decisions and solving new problems is difficult for any stretch of time because of some real biological limits on your brain. Surprisingly, one of the best ways to improve mental performance is to understand these limits. In act 1, Emily discovers why thinking requires so much energy, and develops new techniques for dealing with having too much to do. Paul learns about the space limits of his brain, and works out how to deal with information overload. Emily finds out why it’s so hard to do two things at once, and rethinks how she organizes her work. Paul discovers why he is so easily distracted, and works on how to stay more focused. Then he finds out how to stay in his brain’s “sweet spot.” In the last scene, Emily discovers that her problem-solving techniques need improving, and learns how to have breakthroughs when she needs them most.

Today, make sure you take a walk. And in the future, when you get stressed or overwhelmed, take a walk. When you have a tough problem to solve or a decision to make, take a walk. When you want to be creative, take a walk. When you need to get some air, take a walk. When you have a phone call to make, take a walk. When you need some exercise, take a long walk. When you have a meeting or a friend over, take a walk together. Nourish yourself and your mind and solve your problems along the way.

Why do we gather? We gather to solve problems that we can't solve on our own, we gather to celebrate, to morn, and to mark transitions. We gather to make decisions, we gather because we need one another. We gather to show strength. We gather to honor and acknowledge. We gather to build companies, and schools, and neighborhoods. We gather to welcome and we gather to say goodbye. .. But here's the great paradox of gathering. There are so many good reasons for coming together that often we don't know precisely why we're doing so.

The solution for an individual firm must always address three perspectives in any organizational review: structure (how we are formally organized); processes (how different types of decisions are to be made and how conflicts and trade-offs are to be resolved); and people (appointing the right individuals to play the complex roles that will make it all work). No one dimension will solve the problem: all three must be examined. However, the importance of these three elements in the solution is first, people; then processes; then structure.

Classical scientific definitions of intelligence use humans as a yardstick by which all other species are measured. According to these anthropocentric definitions, humans are always at the top of the intelligence rankings, followed by animals that look like us (chimpanzees, bonobos, etc.), followed again by other “higher” animals, and onward and downward in a league table—a great chain of intelligence drawn up by the ancient Greeks, which persist one way or another to this day. Because these organisms don’t look like us or outwardly behave like us—or have brains—they have traditionally been allocated a position somewhere at the bottom of the scale. Too often, they are thought of as the inert backdrop to animal life. Yet many are capable of sophisticated behaviors that prompt us to think in new ways about what it means for organisms to “solve problems,” “communicate,” “make decisions,” “learn,” and “remember.” As we do so, some of the vexed hierarchies that underpin modern thought start to soften. As they soften, our ruinous attitudes toward the more-than-human world may start to change.

But the greatest human problems are not social problems, but decisions that the individual has to make alone. The most important feelings of which man is capable emphasise his separateness from other people, not his kinship with them. The feelings of a mountaineer towards a mountain emphasise his kinship with the mountain rather than with the rest of mankind. The same goes for the leap of the heart experienced by a sailor when he smells the sea, or for the astronomer’s feeling about the stars, or for the archaeologist’s love of the past. My feeling of love for my fellowmen makes me aware of my humanness; but my feeling about a mountain gives me an oddly nonhuman sensation. It would be incorrect, perhaps, to call it ‘superhuman’; but it nevertheless gives me a sense of transcending my everyday humanity. Maslow’s importance is that he has placed these experiences of ‘transcendence’ at the centre of his psychology. He sees them as the compass by which man gains a sense of the magnetic north of his existence. They bring a glimpse of ‘the source of power, meaning and purpose’ inside himself. This can be seen with great clarity in the matter of the cure of alcoholics. Alcoholism arises from what I have called ‘generalised hypertension’, a feeling of strain or anxiety about practically everything. It might be described as a ‘passively negative’ attitude towards existence. The negativity prevents proper relaxation; there is a perpetual excess of adrenalin in the bloodstream. Alcohol may produce the necessary relaxation, switch off the anxiety, allow one to feel like a real human being instead of a bundle of over-tense nerves. Recurrence of the hypertension makes the alcoholic remedy a habit, but the disadvantages soon begin to outweigh the advantage: hangovers, headaches, fatigue, guilt, general inefficiency. And, above all, passivity. The alcoholics are given mescalin or LSD, and then peak experiences are induced by means of music or poetry or colours blending on a screen. They are suddenly gripped and shaken by a sense of meaning, of just how incredibly interesting life can be for the undefeated. They also become aware of the vicious circle involved in alcoholism: misery and passivity leading to a general running-down of the vital powers, and to the lower levels of perception that are the outcome of fatigue. ‘The spirit world shuts not its gates, Your heart is dead, your senses sleep,’ says the Earth Spirit to Faust. And the senses sleep when there is not enough energy to run them efficiently. On the other hand, when the level of will and determination is high, the senses wake up. (Maslow was not particularly literary, or he might have been amused to think that Faust is suffering from exactly the same problem as the girl in the chewing gum factory (described earlier), and that he had, incidentally, solved a problem that had troubled European culture for nearly two centuries). Peak experiences are a by-product of this higher energy-drive. The alcoholic drinks because he is seeking peak experiences; (the same, of course, goes for all addicts, whether of drugs or tobacco.) In fact, he is moving away from them, like a lost traveller walking away from the inn in which he hopes to spend the night. The moment he sees with clarity what he needs to do to regain the peak experience, he does an about-face and ceases to be an alcoholic.

The root of our problems these days is Mental Illness. We have mental ill people giving advices, having influence. In parliament making decisions for the country. In social media having big accounts, I mean everywhere. They are pretending that they are not mental ill. If you don’t see you have a problem . You will never try to solve it. Don’t do something because you saw it being done somewhere. Don’t say something because you heard it been said somewhere. It might be coming from someone who is suffering from mental illness. Take care of your mental health, before it is too late.

cognition refers to the ability of our brain to attend, identify, and act. More informally, cognition refers to our thoughts, moods, inclinations, decisions, and actions. Included among the components of cognition are alertness, concentration, perceptual speed, learning, memory, problem solving, creativity, and mental endurance. Each of these components of cognition has two things in common. First, each is dependent on how well our brain is functioning. Second, each can be improved by our own efforts. In short, we can make ourselves smarter by enhancing the components of cognition. This book will provide you with methods for enhancing cognition by improving your brain’s performance. Regular

So how much sleep is enough? Generally, sleep specialists recommend that adults get between seven and nine hours of sleep per night, though there is no perfect number for the amount of sleep you may need personally. Doctors and scientists agree on one thing overall, however: Getting too little sleep—five hours a night or less for most people—results in a wide range of cognitive and physical impairments. Neurons in the brain can’t consolidate the information you’ve taken in, so you don’t store memories and you lose the ability to use this information. Add to this the compromised motor control, lack of focus, and difficulty with decision making and problem solving that come with sleep deprivation, and you may think twice about catching The Tonight Show and choose to turn in earlier than usual. Stress When your brain is bombarded with stimuli that trigger anxiety, you experience stress—a series of biological and chemical processes throughout your body that initiates a fight-or-flight response. In a nutshell, here’s what happens: Your sympathetic nervous system, commanded by the hypothalamus—a small area at your brain’s base—releases stress hormones that ready you to deal with whatever threat has emerged. First, your adrenal glands (on top of your kidneys) release adrenaline, which causes increases in breathing rate, heart rate, and blood pressure. These glands also release cortisol, which increases

13. Fear Fear can be real or imaginary. Fear makes people do strange things. It primarily comes from a lack of understanding. To live in fear is to live in an emotional prison. Fear paralyses and immobilises people. Fear results in insecurity, lack of confidence and procrastination. Fear destroys our potential and ability. We cannot think straight. Fear ruins relationships and health. Some common fears are:    • Fear of failing    • Fear of the unknown    • Fear of being unprepared    • Fear of making the wrong decision    • Fear of rejection Some fears can be described, others can only be felt. Fear leads to anxiety which in turn leads to irrational thinking and this actually sabotages our ability to solve the problem. The normal response to fear is escape. Escape puts us in a comfort zone and reduces the impact of fear temporarily while the cause remains. Imaginary fears magnify the problem. Fear can get out of hand and destroy happiness and relationships. Think of fear as meaning: F     A     L     S      E E     V     I      D     E     N     C     E A     P     P     E     A     R      I      N      G      R     E     A     L Fear of failure is often worse than failure itself. Failure is not the worst thing that can happen to someone. People who don’t try have failed even before attempting. When infants learn to walk, they keep falling; but to them it is not failing, it is learning. If they became disheartened, they would never walk.

If you cannot always elicit a straight answer from the unconscious brain, how can you access its knowledge? Sometimes the trick is merely to probe what your gut is telling you. So the next time a friend laments that she cannot decide between two options, tell her the easiest way to solve her problem: flip a coin. She should specify which option belongs to heads and which to tails, and then let the coin fly. The important part is to assess her gut feeling after the coin lands. If she feels a subtle sense of relief at being "told" what to do by the coin, that’s the right choice for her. If, instead, she concludes that it’s ludicrous for her to make a decision based on a coin toss, that will cue her to choose the other option.

I’ve heard the argument that learners don’t know what they don’t know, and that they need guidance and directions. This can be a justification for less autonomy in an environment, but there are always ways to give options to even the most novice learners. Some ways you can give learners autonomy: • Let them help determine what’s learned. • Let them choose where to start, or what order to approach the material. • Have them make decisions about what assignments or projects they do. • Have them bring their own questions, projects, or problems to the table, and focus the learning experience around addressing or solving those challenges. If you genuinely can’t give learners any autonomy, then stay away from any kind of rewards as a way to drive attention.

Ana has been pretending it wasn’t there, but now Pearson has stated it baldly: the fundamental incompatibility between Exponential’s goals and hers. They want something that responds like a person, but isn’t owed the same obligations as a person, and that’s something she can’t give them. No one can give it to them, because it’s an impossibility. The years she spent raising Jax didn’t just make him fun to talk to, didn’t just provide him with hobbies and a sense of humor. They were what gave him all the attributes Exponential is looking for: fluency at navigating the real world, creativity at solving new problems, judgment you could entrust with an important decision. Every quality that made a person more valuable than a database was a product of experience.

So what does “It’s your call” mean? Most simply: When it comes to making decisions about your kids’ lives, you should not be deciding things that they are capable of deciding for themselves. First, set boundaries within which you feel comfortable letting them maneuver. Then cede ground outside those boundaries. Help your kids learn what information they need to make an informed decision. If there’s conflict surrounding an issue, use collaborative problem solving, a technique developed by Ross Greene and J. Stuart Albon that begins with an expression of empathy followed by a reassurance that you’re not going to try to use the force of your will to get your child to do something he doesn’t want to do. Together, you identify possible solutions you’re both comfortable with and figure out how to get there. If your child settles on a choice that isn’t crazy go with it, even if it is not what you would like him to do.

With more and more decision making and work done by robots, what will be left for humans to do? Do we really want to compete biologically with robot technology by using brain implants and genetically improved intelligence and social behavior? This choice would mean a sharp departure away from the human nature we have inherited, and a fundamental change in the human condition. Now we are talking about a problem best solved within the humanities, and one more reason the humanities are all-important. While I’m at it, I hereby cast a vote for existential conservatism, the preservation of biological human nature as a sacred trust. We are doing very well in science and technology. Let’s agree to keep it up, and move both along even faster. But let’s also promote the humanities, that which makes us human, and not use science to mess around with the wellspring of this, the absolute and unique potential of the human future.

Workaholism Our culture celebrates the idea of the workaholic. We hear about people burning the midnight oil. They pull all- nighters and sleep at the office. It’s considered a badge of honor to kill yourself over a project. No amount of work is too much work. Not only is this workaholism unnecessary, it’s stupid. Working more doesn’t mean you care more or get more done. It just means you work more. Workaholics wind up creating more problems than they solve. First off, working like that just isn’t sustainable over time. When the burnout crash comes— and it will— it’ll hit that much harder. Workaholics miss the point, too. They try to fix problems by throwing sheer hours at them. They try to make up for intellectual laziness with brute force. This results in inelegant solutions. They even create crises. They don’t look for ways to be more efficient because they actually like working overtime. They enjoy feeling like heroes. They create problems (often unwittingly) just so they can get off on working more. Workaholics make the people who don’t stay late feel inadequate for “merely” working reasonable hours. That leads to guilt and poor morale all around. Plus, it leads to an ass- in- seat mentality—people stay late out of obligation, even if they aren’t really being productive. If all you do is work, you’re unlikely to have sound judgments. Your values and decision making wind up skewed. You stop being able to decide what’s worth extra effort and what’s not. And you wind up just plain tired. No one makes sharp decisions when tired. In the end, workaholics don’t actually accomplish more than nonworkaholics. They may claim to be perfectionists, but that just means they’re wasting time fixating on inconsequential details instead of moving on to the next task. Workaholics aren’t heroes. They don’t save the day, they just use it up. The real hero is already home because she figured out a faster way to get things done.

A recent comparative study looked at the neuropil volume in different areas of humans’ and chimps’ brains.43 Neuropil comprises the brain areas that are made of connections: a mixture of axons, dendrites, synapses, and more. The prefrontal cortex—the brain area in humans involved in decision making, problem solving, mental state attribution, and temporal planning—has a greater percentage of neuropil than is found in chimp brains, and the dendrites in this region have more spines with which they connect to other neurons than do other parts of the brain. This anatomical finding suggests that the connectivity patterns of the prefrontal neurons may contribute to what is different about our brains. Interestingly, corvids have a relatively larger forebrain than most other birds, especially the areas that are thought to be analogous to the prefrontal cortex of mammals.44 Yet, as we shall see, while this way of thinking may explain increased abilities, it is not going to get us to the goal of understanding how consciousness is enabled.

Critical Thinking: Why Is It So Hard to Teach? By Daniel T. Willingham SUMMER 2007 AMERICAN FEDERATION OF TEACHERS pp. 8-19 Critical reasoning, decision making, and problem solving—which, for brevity’s sake, I will refer to as critical thinking—have three key features: effectiveness, novelty, and self-direction. Critical thinking is effective in that it avoids common pitfalls, such as seeing only one side of an issue, discounting new evidence that disconfirms your ideas, reasoning from passion rather than logic, failing to support statements with evidence, and so on. Critical thinking is novel in that you don’t simply remember a solution or a situation that is similar enough to guide you. For example, solving a complex but familiar physics problem by applying a multi-step algorithm isn’t critical thinking because you are really drawing on memory to solve the problem. But devising a new algorithm is critical thinking. Critical thinking is self-directed in that the thinker must be calling the shots: We wouldn’t give a student much credit for critical thinking if the teacher were prompting each step he took.

Jesus’ mood is determined and decisive: He is on the way to Jerusalem, and He wants followers who can count the cost. The three different levels of commitment shown in people He met expose the ways many Christians relate to their discipleship today. The first man made a grand, pious commitment that went no deeper than words. He promised to follow the Master wherever He went. Jesus challenged the man to count the cost. So often we come to Christ to receive what we want to solve problems or gain inspiration for our challenges. He gives both with abundance, but then calls us into a ministry of concern and caring. We are to do for others what He has done for us. Loving and forgiving are not always easy. The second man had unfinished business from the past. He wanted to follow Christ, but a secondary loyalty kept him tied to the past. In substance, Christ said, “Forget the past; follow Me!” The third person wanted to say goodbye to his family. Jesus stresses the urgency of our commitment. Our commitment must be unreserved to seek first His kingdom. Are there entangling loyalties you have brought into the Christian life that make it difficult to give your whole mind and heart and will to Christ?

Monkeys and pedestals is a mental model that helps you quit sooner. Pedestals are the part of the problem you know you can already solve, like designing the perfect business card or logo. The hardest thing is training the monkey. When faced with a complex, ambitious goal, (a) identify the hard thing first; (b) try to solve for that as quickly as possible; and (c) beware of false progress. Building pedestals creates the illusion that you are making progress toward your goal, but doing the easy stuff is a waste of time if the hard stuff is actually impossible. Tackling the monkey first gets you to no faster, limiting the time, effort, and money you sink into a project, making it easier to walk away. When we butt up against a hard problem we can’t solve, we have a tendency to turn to pedestal-building rather than choosing to quit. Advance planning and precommitment contracts increase the chances you will quit sooner. When you enter into a course of action, create a set of kill criteria. This is a list of signals you might see in the future that would tell you it’s time to quit. Kill criteria will help inoculate you against bad decision-making when you’re “in it” by limiting the number of decisions you’ll have to make once you’re already in the gains or in the losses. In organizations, kill criteria allow people a different way to get rewarded beyond dogged and blind pursuit of a project until the bitter end.

1. Get the facts. 2. Analyze the facts. 3. Arrive at a decision—and then act on that decision   Obvious stuff? Yes, Aristotle taught it—and used it. And you and I must use it too if we are going to solve the problems that are harassing us and turning our days and nights into veritable hells. Let’s take the first rule: Get the facts. Why is it so important to get the facts? Because unless we have the facts we can’t possibly even attempt to solve our problem intelligently. Without the facts, all we can do is stew around in confusion. My idea? No, that was the idea of the late Herbert E. Hawkes, Dean of Columbia College, Columbia University, for twenty-two years. He had helped two hundred thousand students solve their worry problems; and he told me that “confusion is the chief cause of worry.” He put it this way—he said: “Half the worry in the world is caused by people trying to make decisions before they have sufficient knowledge on which to base a decision. For example,” he said, “if I have a problem which has to be faced at three o’clock next Tuesday, I refuse to even try to make a decision about it until next Tuesday arrives. In the meantime, I concentrate on getting all the facts that bear on the problem. I don’t worry,” he said. “I don’t agonize over my problem. I don’t lose any sleep. I simply concentrate on getting the facts. And by the time Tuesday rolls around, if I’ve got all the facts the problem usually solves itself!

Feeling stressed and feeling overwhelmed seem to be related to our perception of how we are coping with our current situation and our ability to handle the accompanying emotions: Am I coping? Can I handle this? Am I inching toward the quicksand? Jon Kabat-Zinn describes overwhelm as the all-too-common feeling “that our lives are somehow unfolding faster than the human nervous system and psyche are able to manage well.” This really resonates with me: It’s all unfolding faster than my nervous system and psyche can manage it. When I read that Kabat-Zinn suggests that mindful play, or no-agenda, non-doing time, is the cure for overwhelm, it made sense to me why, when we were blown at the restaurant, we weren’t asked to help problem-solve the situation. We were just asked to engage in non-doing. I’m sure experience taught the managers that doing nothing was the only way back for someone totally overwhelmed. The non-doing also makes sense—there is a body of research that indicates that we don’t process other emotional information accurately when we feel overwhelmed, and this can result in poor decision making. In fact, researcher Carol Gohm used the term “overwhelmed” to describe an experience where our emotions are intense, our focus on them is moderate, and our clarity about exactly what we’re feeling is low enough that we get confused when trying to identify or describe the emotions. In other words: On a scale of 1 to 10, I’m feeling my emotions at about 10, I’m paying attention to them at about 5, and I understand them at about 2. This is not a setup for successful decision making. The big learning here is that feeling both stressed and overwhelmed is about our narrative of emotional and mental depletion—there’s just too much going on to manage effectively.

The liberal element of Whites are those who have perfected the art of selling themselves to the Negro as a friend of the Negro, getting the sympathy of the Negro, getting the allegiance of the Negro, getting the mind of the Negro, and then the Negro sides with the White liberal and the White liberal uses the Negro against the White conservative so that anything that the Negro does is never for his own good, never for his own advancement, never for his own progress, he’s only a pawn in the hands of the White liberal. The worst enemy the Negro has is this White man who runs around here drooling at the mouth professing to love Negroes and calling himself a liberal and it is following these White liberals that has perpetuated the problems that Negroes in America have. If the Negro wasn’t taken, trapped, tricked, deceived by the White liberal then Negroes would get together and solve our own problems. It was the White liberals that come up with the Civil War, supposedly they say, to solve the Negro, the slave question. Lincoln was supposedly a White liberal. When you read the true history of Lincoln, he wasn’t trying to free any slaves, he was trying to save the union. He was trying to save his own party. He was trying to conserve his own power and it was only after he found he couldn’t do it without freeing the slaves that he came up with the Emancipation Proclamation. So, right there you have deceit of White liberals making Negroes think that the Civil War was fought to free them, you have the deceit of White liberals making Negroes think that the Emancipation Proclamation actually freed the Negroes and then when the Negroes got the Civil War and found out they weren’t free, got the Emancipation Proclamation and they found out they still weren’t free, they begin to get dissatisfied and unrest, they come up with the...the same White liberal came up with the 14th Amendment supposedly to solve the problem. This came about, the problem still wasn’t solved, ‘cause to the White liberal it’s only a political trick. Civil War, political trick, Emancipation Proclamation, political trick, 14th Amendment to this raggedy Constitution, a political trick. Then when Negroes begin to develop intellectually again, and realize that their problem still wasn’t solved, and unrest began to increase, the Supreme Court...another so-called political trick...came up with what they call a Supreme Court Desegregation Decision, and they purposely put it in a language...now you know, sir, that these men on the Supreme Court are masters of the King’s English, masters of legal phraseology, and if they wanted a decision that no one could get around, they would have given one but they gave their Supreme Court Desegregation Decision in 1954 purposely in a language, phraseology that enabled all of the crooks in this country to find loopholes in it that would keep them from having to enforce the Supreme Court Desegregation Decision. So that even after the decision was handed down, our problem has still not been solved. And I only cite these things to show you that in America, the history of the White liberal has been nothing but a series of trickery designed to make Negroes think that the White liberals was going to solve our problem and it is only now that the honorable Elijah Muhammad has come on the scene and is beginning to teach the Black man that our problem will never be solved by the White man that the only way our problem will be solved is when the Black man wakes up, cleans himself up, stands on his own feet, stops begging the White man and takes immediate steps to try and do for ourselves the things that we’ve been waiting for the White man to do for us. Once we do them for ourselves, once we think for ourselves, once we see for ourselves then we’ll be able to solve our own problems and we’ll be recognized as human beings all over this earth.

What to Do Tonight Tell your child, “You’re the expert on you. Nobody really knows you better than you know yourself, because nobody really knows what it feels like to be you.” Give your child a choice about something you may have previously decided for her. Or ask her opinion about something. (If they’re young, you can frame it as, “Do you think we should do it this way or that way?”) Have a family meeting where you problem solve together about what chores need to be done and who should do them. Give them options. Could they walk the dog instead of doing the dinner dishes? Take out the trash instead of cleaning the toilet? Do they want to do it each Sunday or each Wednesday? Morning or night? Keep a consistent schedule, but let them choose that schedule. Make a list of things your child would like to be in charge of, and make a plan to shift responsibility for some of these things from you to him or her. Ask your child whether something in his life isn’t working for him (his homework routine, bedtime, management of electronics) and if he has any ideas about how to make it work better. Do a cost-benefit analysis of any decision you make for your child that she sees differently. Tell your child about decisions you’ve made that, in retrospect, were not the best decisions—and how you were able to learn and grow from them. Have a talk in which you point out that your kid has got a good mind. Recall some times when he’s made a good decision or felt strongly about something and turned out to be right. If he’ll let you, make a list together of the things he’s decided for himself that have worked well. Tell your teen you want him to have lots of practice running his own life before he goes off to college—and that you want to see that he can run his life without running it into the ground before he goes away. Emphasize logical and natural consequences, and encourage the use of family meetings to discuss family rules or family policies more generally (e.g., no gaming during the week).

Distinguish Between Worry/Rumination and Helpful Problem Solving If you’re smart and you’ve experienced a lifetime of being rewarded for your thinking skills, it makes sense that you’ll default to trying to think your way out of emotional pain. However, because anxiety tends to make thinking negative, narrow, and rigid, it’s difficult to do creative problem solving when you’re feeling highly anxious. People who are heavy worriers tend to believe that worrying helps them make good decisions. However, rather than helping you problem-solve, rumination and worry usually just make it difficult to see the forest for the trees. Do you think people who worry a lot about getting cancer are more likely to do self-exams, have their moles mapped, or eat a healthy diet? According to research, the opposite is probably true. Worriers and ruminators wait longer before taking action. For example, one study showed that women who were prone to rumination took an average of 39 days longer to seek help after noticing a breast lump. That’s a scary thought. If you think about it, worry often comes from lack of confidence in being able to handle situations. Here’s an example: Technophobes who worry a lot about their hard drives crashing are the same people who are scared of accidentally wiping all their files if they attempt to do a backup. Therefore, worry is often associated with not doing effective problem solving. My experience of dealing with technophobic ruminators is that they don’t usually back up their computers! Experiment: To check for yourself whether ruminating and worrying lead to useful actions, try tracking the time you spend ruminating or worrying for a week. If a week is too much of a commitment, you could try two days—one weekday and one weekend day. When you notice yourself ruminating or worrying, write down the approximate number of minutes you spend doing it. The following day, note any times when ruminating/worrying led to useful solutions. Calculate your ratio: How many minutes did you spend overthinking for each useful solution it generated?

Reduce Self-Criticism Reducing self-criticism is a critical part of reducing rumination. Self-criticism is a fuel source for your rumination fire. People use self-criticism to try to encourage themselves to do better in the future. For example, someone might ruminate after overeating or if she perceives she has mucked up a social situation, and then mentally beat herself up about her mistakes. However, harsh self-criticism doesn’t help you move forward because it isn’t a very effective motivational tool, especially if you’re already ruminating. People who are in a pattern of trying to use self-criticism as motivation often fear that reducing it will make them lazy. It won’t. In fact, giving yourself a compassionate rather than a critical message will often lead to working harder. For example, one study showed that people who took a hard test and got a compassionate message afterward were willing to study longer for a future similar test, compared to a group of people who took the same test but didn’t get a compassionate message. Giving yourself a simple “don’t be too hard on yourself” message will propel you toward taking useful problem-solving steps. Acknowledging the emotions you’re feeling (such as embarrassed, disappointed, upset) and then giving yourself compassion will lead to your making better choices than criticizing yourself will. Self-compassion will give you the clear mental space you need to make good decisions. Experiment: To practice using self-compassion as an alternative to self-criticism, try the following three-minute writing exercise. There are two versions of this exercise—one that involves thinking about a past mistake and another that involves thinking about something you perceive as a major weakness. Identify a mistake or weakness that you want to focus on, and then write for three minutes using the following instructions: “Imagine that you are talking to yourself about this weakness (or mistake) from a compassionate and understanding perspective. What would you say?” Try this experiment now, or store it away for a future situation in which you find yourself ruminating about a mistake or weakness. This experiment comes from the same series of research studies as the one involving the hard test mentioned earlier. Note that the study participants didn’t receive training in how to write compassionate messages. What they naturally came up with in response to the prompt worked.

God has not given us the spirit of fear. He has given us the spirit of Love and a competent mind. Love conquers fear, because Love has Power, that creates a competent mind, that allows a person to make rational decisions and use righteous judgment to resolve or solve problems. Through this God-given process, we are able to endure and persevere in times of hardships, and when facing a crisis. When our spirit is broken by hate, and heavy loads are placed upon us, we turn to God for strength in our storms of life. And we seek his Love to restore us to wholeness. He restores us with Hope. From within him we receive Love, joy, peace, long-suffering, gentleness, goodness, faith, meekness, temperance as it is noted in Galatians 5:22. Because of God's Love for us, we are able to have the patience to wait for his Power to restore us so that we are in control of our mind to over-power fear and to lead a successful life to meet our goals and create a greater opportunity filled with his blessings. He has created us to be a victorious people. Therefore, we are able to create far greater opportunities through Love. God gives power to the faint; and to them that have no might he increases strength. (Isaiah 40:29) When we are broken by the storms of life, God's Love restore us. We bow before him, in a humble spirit at his throne of grace, and ask in prayer for mercy and renewed strength. It is here that we find the needed strength to forgive those who have wronged us and the Power to Love. Those who wait upon the Lord, shall renew their strength; they shall mount up with wings as eagles; they shall run, and not be weary; and they shall walk and not faint. (Isaiah 40:31) Fear is powerless. It torments the mind and paralyzes the thought process. It causes panic. Thereby, leaving the person, feeling a sense of hopelessness and unwilling to trust others. It closes possibilities to allow for change. The prophet Isaiah noted; Even the youth shall faint and be weary, and the young men shall utterly fall. (Isaiah 40:30) And when Jesus disciples saw him walking on the sea, they were troubled, saying, "It is a spirit," and they cried out for fear. But straightway Jesus spake unto them, saying, Be of good cheer; it is I, be not afraid. (Matthew 14:26, 27) Fear is a person's worst enemy; it causes panic, that results in making irrational decisions. Such behavior is based on poor judgment, that was made due to a lack of patience, to make an adequate investigation of the situation before proceeding. The outcome will create serious problems that can cause serious harm. LOVE is the chain that binds us together. Do not allow hate to separate us. There is One God One family One faith One world We are not defined by belief or by faith nor religion. We are the family of God. Written by: Ellen J. Barrier Source of Scriptures: King James Version Bible

Speech to the Reichstag April 26, 1942 The British Jew, Lord Disraeli, once said that the race problem is the key to the history of the world. We National Socialists have become great in this knowledge. By devoting our attention to the existence of the race problem, we have found the solution for many problems which would have otherwise have seemed incomprehensible. The hidden forces which incited England already in 1914, in the first world war, were Jews. The force which paralyzed us at that time and finally forced us to surrender with the slogan that Germany was no longer able to bear homeward a victorious flag, came from the Jews. It was the Jews who fomented the revolution among our people and thus robbed us of every possibility at further resistance. Since 1939 the Jews have maneuvered the British Empire into the most perilous crisis it has ever known. The Jews were the carriers of that Bolshevist infection which once threatened to destroy Europe. It was also they who incited the ranks of the plutocracies to war, and it is the Jews who have driven America to war against all her own interests, simply and solely from the Jewish capitalistic point of view. And President Roosevelt, lacking ability himself, lends an ear to his brain trust, whose leading men I do not need to mention by name; they are Jews, nothing but Jews. And once again, as in the year 1915, she (America) will be incited by a Jewish President and his completely Jewish entourage to go to war without any reason or sense whatever, with nations which have never done anything to America, and with people from whom America can never win anything. For what is the sense of a war waged by a state having territory without people against people without territory. In the terms of the war it is no longer a question of the interests of individual nations; it is, rather, a question of conflict between nations which want to make the lives of their people secure on this earth, and nations which have become the helpless tools of an international world parasite. The German soldiers and the allies have had an opportunity to witness at first hand the actual work of this Jewish International-war mongers in that country in which Jewish dictatorship has exclusive power and in which it is being taught as the most ideal form of government in the world for future generations and to which low subjects of other nations have become inexplicably subservient just as this was the case with us at one time. And at this juncture this seemingly senile Europe has, as always in the course of its history, raised aloft the torch of its perception and today the men of Europe are marching as the representatives of a new and better order as the genuine youth of social and national liberty throughout the world. Gentlemen! In the course of this winter a decision has been reached in international struggle which as regards to problems involved far exceeds in scope those difficulties which must and can be solved in normal warfare; when in November 1918 the German nation being befogged by the hypocritical phraseology of the American President at that time, Wilson, laid down its arms, although undefeated, and withdrew from the field of battle it was acting under the influence of that Jewish race which hoped to succeed in establishing a secure bulwark of Bolshevism in the very heart of Europe. We know the theoretical principles and the cruel truth regarding the aims of this world-wide pestilence. It is called, "the Rule of the Proletariat," and it really is "Jewish Dictatorship," the extermination of national government and of the intelligent element among the nations, and the rule over the proletariat after it has thus deprived of its leaders and through its own fault ended defenseless by the concerted efforts of Jewish international criminals.