Informative Session Quotes

almost back into my office.  I’ll text you over her information.

The ego is definitely an advancement, but it can be compared to the bark of the tree in many ways. The bark of the tree is flexible, extremely vibrant, and grows with the growth beneath. It is a tree’s contact with the outer world, the tree’s interpreter, and to some degree the tree’s companion. So should man’s ego be. When man’s ego turns instead into a shell, when instead of interpreting outside conditions it reacts too violently against them, then it hardens, becomes an imprisoning form that begins to snuff out important data, and to keep enlarging information from the inner self. The purpose of the ego is protective. It is also a device to enable the inner self to inhabit the physical plane. It is in other words a camouflage. It is the

how important it is to choose what you consume and pay attention to: just as you are what you eat, when it comes to the information you consume, you are what you choose to focus on. Consuming valuable material in general makes scatterfocus sessions even more productive.

I suddenly remembered that Murray Gell-Mann and I were supposed to give talks at that conference on the present situation of high-energy physics. My talk was set for the plenary session, so I asked the guide, "Sir, where would the talks for the plenary session of the conference be?" "Back in that room that we just came through." "Oh!" I said in delight. "Then I'm gonna give a speech in that room!" The guide looked down at my dirty pants and my sloppy shirt. I realized how dumb that remark must have sounded to him, but it was genuine surprise and delight on my part. We went along a little bit farther, and the guide said, "This is a lounge for the various delegates, where they often hold informal discussions." They were some small, square windows in the doors to the lounge that you could look through, so people looked in. There were a few men sitting there talking. I looked through the windows and saw Igor Tamm, a physicist from Russia that I know. "Oh!" I said. "I know that guy!" and I started through the door. The guide screamed, "No, no! Don't go in there!" By this time he was sure he had a maniac on his hands, but he couldn't chase me because he wasn't allowed to go through the door himself!

The dangerous charm of GPC was that everything in the world could be called up; if you didn't look out, a couple of sessions might turn you from a serious enquirer into a mere gape-mouthed browser.

We live now in an information technology. Flowers have always lived in an information technology. Flowers gather information all day. At night, they process it. This is called photosynthesis. As our neocortex comes into full use, we, too will practice photosyntesis. As a matter of fact, we already do, but compared for flowers, our kind is primitive and limited. For one thing, information gathered from daily newspapers, soap operas, sales conferences and coffee klatches is inferior to information gathered from sunlight.... Either because our data is insufficient or because our processing equipment is not fully on line, our own noctural processing is part-time work. The information our conscious minds receive during waking hours is processed by our unconscious during so called "deep sleep". We are in deep sleep only two or three hours a night. For the rest of our sleeping session, the unconscious mind is off duty. It gets bored. It craves recreation. So it plays with the material at hand. In a sense, it palys with itself. It scrambles memories, juggles images, rearranges data, invents scary or titillating stories. This is what we call "dreaming".

For now, though, as long as he insists on giving in to mischievous impulses, such as hiding under the Great Council table during session, he must take his punishment.” “Oh, Daniel, you didn’t.” Legna tsked at the child, making his chubby cheeks turn a brilliant scarlet color. “I didn’t mean to. I was just playing hide and seek with Uncle Noah.” “Yes, well, next time perhaps you ought to begin the game by actually informing your uncle he is part of it instead of having him find out the hard way, eh?

Line up some “multidimensional” support. When it’s nose-to-the-grindstone time, we tend to get the grindstone kind of people on board—suppliers, designers, editors, marketers, “work/task” people. But this is precisely the time when you need some spiritually informed intelligence to back you up: a naturopath, a trainer, green smoothies, a prayer group. All that woo-woo love and insight will go a long way in helping you navigate the heavy-duty logistics on a daily basis.

But that’s not totally it, is it? I bring up Adam because he should be here. I like Caitlin, and I notice she smells good as she walks toward me, but if there’s anyone I want to stand next to in a poorly lit gym, making fun of the DJ and avoiding our classmates, it’s Adam. I’m not really sure what to do with this information.

All that summer, as I end up in his flat over and over, drinking his wine, having his bad pervy sex, and then lying on the bed, talking about Auden’s influence on Morrissey, I feel like we’re in a huge, ongoing surreal session of the Post-it Game, in which Rich has stuck a Post-it on my head on which is written either “My girlfriend” or “Not my girlfriend,” and I am having to guess which it is with a series of questions that he can only answer yes or no. This whole situation seems like a massive societal problem. Why have we not yet discovered a way to find out if someone’s in love with you? Why can’t I press a litmus paper to Tony’s sweaty brow, when we’re fucking, and see if it turns pink for love—or blue for casual fuck? Why is there no information on this? Why has science not attended to this matter?

30 and 50 minutes is the ideal length for learning new material. “Anything less than 30 is just not enough,” Dunn said, “but anything more than 50 is too much information for your brain to take in at one time.” After the completion of one session, you should take a five-to-ten-minute break before starting another.

There is a vast difference between being a Christian and being a disciple. The difference is commitment. Motivation and discipline will not ultimately occur through listening to sermons, sitting in a class, participating in a fellowship group, attending a study group in the workplace or being a member of a small group, but rather in the context of highly accountable, relationally transparent, truth-centered, small discipleship units. There are twin prerequisites for following Christ - cost and commitment, neither of which can occur in the anonymity of the masses. Disciples cannot be mass produced. We cannot drop people into a program and see disciples emerge at the end of the production line. It takes time to make disciples. It takes individual personal attention. Discipleship training is not about information transfer, from head to head, but imitation, life to life. You can ultimately learn and develop only by doing. The effectiveness of one's ministry is to be measured by how well it flourishes after one's departure. Discipling is an intentional relationship in which we walk alongside other disciples in order to encourage, equip, and challenge one another in love to grow toward maturity in Christ. This includes equipping the disciple to teach others as well. If there are no explicit, mutually agreed upon commitments, then the group leader is left without any basis to hold people accountable. Without a covenant, all leaders possess is their subjective understanding of what is entailed in the relationship. Every believer or inquirer must be given the opportunity to be invited into a relationship of intimate trust that provides the opportunity to explore and apply God's Word within a setting of relational motivation, and finally, make a sober commitment to a covenant of accountability. Reviewing the covenant is part of the initial invitation to the journey together. It is a sobering moment to examine whether one has the time, the energy and the commitment to do what is necessary to engage in a discipleship relationship. Invest in a relationship with two others for give or take a year. Then multiply. Each person invites two others for the next leg of the journey and does it all again. Same content, different relationships. The invitation to discipleship should be preceded by a period of prayerful discernment. It is vital to have a settled conviction that the Lord is drawing us to those to whom we are issuing this invitation. . If you are going to invest a year or more of your time with two others with the intent of multiplying, whom you invite is of paramount importance. You want to raise the question implicitly: Are you ready to consider serious change in any area of your life? From the outset you are raising the bar and calling a person to step up to it. Do not seek or allow an immediate response to the invitation to join a triad. You want the person to consider the time commitment in light of the larger configuration of life's responsibilities and to make the adjustments in schedule, if necessary, to make this relationship work. Intentionally growing people takes time. Do you want to measure your ministry by the number of sermons preached, worship services designed, homes visited, hospital calls made, counseling sessions held, or the number of self-initiating, reproducing, fully devoted followers of Jesus? When we get to the shore's edge and know that there is a boat there waiting to take us to the other side to be with Jesus, all that will truly matter is the names of family, friends and others who are self initiating, reproducing, fully devoted followers of Jesus because we made it the priority of our lives to walk with them toward maturity in Christ. There is no better eternal investment or legacy to leave behind.

In knowledge work, when you agree to a new commitment, be it a minor task or a large project, it brings with it a certain amount of ongoing administrative overhead: back-and-forth email threads needed to gather information, for example, or meetings scheduled to synchronize with your collaborators. This overhead tax activates as soon as you take on a new responsibility. As your to-do list grows, so does the total amount of overhead tax you’re paying. Because the number of hours in the day is fixed, these administrative chores will take more and more time away from your core work, slowing down the rate at which these objectives are accomplished. At moderate workloads, this effect might be frustrating: a general sense that completing your work is taking longer than it should. As your workload increases, however, the overhead tax you’re paying will eventually pass a tipping point, beyond which logistical efforts will devour so much of your schedule that you cannot complete old tasks fast enough to keep up with the new. This feedback loop can quickly spiral out of control, pushing your workload higher and higher until you find yourself losing your entire day to overhead activities: meeting after meeting conducted against a background hum of unceasing email and chat. Eventually the only solution becomes to push actual work into ad hoc sessions added after hours—in the evenings and early mornings, or over the weekend—in a desperate attempt to avoid a full collapse of all useful output. You’re as busy as you’ve ever been, and yet hardly get anything done.

Of course, the cadavers, in life, donated themselves freely to this fate, and the language surrounding the bodies in front of us soon changed to reflect that fact. We were instructed to no longer call them “cadavers”; “donors” was the preferred term. And yes, the transgressive element of dissection had certainly decreased from the bad old days. (Students no longer had to bring their own bodies, for starters, as they did in the nineteenth century. And medical schools had discontinued their support of the practice of robbing graves to procure cadavers—that looting itself a vast improvement over murder, a means once common enough to warrant its own verb: burke, which the OED defines as “to kill secretly by suffocation or strangulation, or for the purpose of selling the victim’s body for dissection.”) Yet the best-informed people—doctors—almost never donated their bodies. How informed were the donors, then? As one anatomy professor put it to me, “You wouldn’t tell a patient the gory details of a surgery if that would make them not consent.” Even if donors were informed enough—and they might well have been, notwithstanding one anatomy professor’s hedging—it wasn’t so much the thought of being dissected that galled. It was the thought of your mother, your father, your grandparents being hacked to pieces by wisecracking twenty-two-year-old medical students. Every time I read the pre-lab and saw a term like “bone saw,” I wondered if this would be the session in which I finally vomited. Yet I was rarely troubled in lab, even when I found that the “bone saw” in question was nothing more than a common, rusty wood saw. The closest I ever came to vomiting was nowhere near the lab but on a visit to my grandmother’s grave in New York, on the twentieth anniversary of her death. I found myself doubled over, almost crying, and apologizing—not to my cadaver but to my cadaver’s grandchildren. In the midst of our lab, in fact, a son requested his mother’s half-dissected body back. Yes, she had consented, but he couldn’t live with that. I knew I’d do the same. (The remains were returned.) In

■​Let what you know—your known knowns—guide you but not blind you. Every case is new, so remain flexible and adaptable. Remember the Griffin bank crisis: no hostage-taker had killed a hostage on deadline, until he did. ■​Black Swans are leverage multipliers. Remember the three types of leverage: positive (the ability to give someone what they want); negative (the ability to hurt someone); and normative (using your counterpart’s norms to bring them around). ■​Work to understand the other side’s “religion.” Digging into worldviews inherently implies moving beyond the negotiating table and into the life, emotional and otherwise, of your counterpart. That’s where Black Swans live. ■​Review everything you hear from your counterpart. You will not hear everything the first time, so double-check. Compare notes with team members. Use backup listeners whose job is to listen between the lines. They will hear things you miss. ■​Exploit the similarity principle. People are more apt to concede to someone they share a cultural similarity with, so dig for what makes them tick and show that you share common ground. ■​When someone seems irrational or crazy, they most likely aren’t. Faced with this situation, search for constraints, hidden desires, and bad information. ■​Get face time with your counterpart. Ten minutes of face time often reveals more than days of research. Pay special attention to your counterpart’s verbal and nonverbal communication at unguarded moments—at the beginning and the end of the session or when someone says something out of line.

In fact, there did not seem to be any limit to what Grof's LSD subjects could tap into. They seemed capable of knowing what it was like to be every animal, and even plant, on the tree of evolution. They could experience what it was like to be a blood cell, an atom, a thermonuclear process inside the sun, the consciousness of the entire planet, and even the consciousness of the entire cosmos. More than that, they displayed the ability to transcend space and time, and occasionally they related uncannily accurate precognitive information. In an even stranger vein they sometimes encountered nonhuman intelligences during their cerebral travels, discarnate beings, spirit guides from "higher planes of consciousness, " and other suprahuman entities. On occasion subjects also traveled to what appeared to be other universes and other levels of reality. In one particularly unnerving session a young man suffering from depression found himself in what seemed to be another dimension. It had an eerie luminescence, and although he could not see anyone he sensed that it was crowded with discarnate beings. Suddenly he sensed a presence very close to him, and to his surprise it began to communicate with him telepathically. It asked him to please contact a couple who lived in the Moravian city of Kromeriz and let them know that their son Ladislav was well taken care of and doing all right. It then gave him the couple's name, street address, and telephone number. The information meant nothing to either Grof or the young man and seemed totally unrelated to the young man's problems and treatment. Still, Grof could not put it out of his mind. "After some hesitation and with mixed feelings, I finally decided to do what certainly would have made me the target of my colleagues' jokes, had they found out, " says Grof. "I went to the telephone, dialed the number in Kromeriz, and asked if I could speak with Ladislav. To my astonishment, the woman on the other side of the line started to cry. When she calmed down, she told me with a broken voice: 'Our son is not with us any more; he passed away, we lost him three weeks ago.

Racism was a constant presence and absence in the Obama White House. We didn’t talk about it much. We didn’t need to—it was always there, everywhere, like white noise. It was there when Obama said that it was stupid for a black professor to be arrested in his own home and got criticized for days while the white police officer was turned into a victim. It was there when a white Southern member of Congress yelled “You lie!” at Obama while he addressed a joint session of Congress. It was there when a New York reality show star built an entire political brand on the idea that Obama wasn’t born in the United States, an idea that was covered as national news for months and is still believed by a majority of Republicans. It was there in the way Obama was talked about in the right-wing media, which spent eight years insisting that he hated America, disparaging his every move, inventing scandals where there were none, attacking him for any time that he took off from work. It was there in the social media messages I got that called him a Kenyan monkey, a boy, a Muslim. And it was there in the refusal of Republicans in Congress to work with him for eight full years, something that Obama was also blamed for no matter what he did. One time, Obama invited congressional Republicans to attend a screening of Lincoln in the White House movie theater—a Steven Spielberg film about how Abraham Lincoln worked with Congress to pass the Thirteenth Amendment abolishing slavery. Not one of them came. Obama didn’t talk about it much. Every now and then, he’d show flashes of dark humor in practicing the answer he could give on a particular topic. What do you think it will take for these protests to stop? “Cops need to stop shooting unarmed black folks.” Why do you think you have failed to bring the country together? “Because my being president appears to have literally driven some white people insane.” Do you think some of the opposition you face is about race? “Yes! Of course! Next question.” But he was guarded in public. When he was asked if racism informed the strident opposition to his presidency, he’d carefully ascribe it to other factors.

In the room, the clocks tick, unseen. It has been a day of shadows and redirection, revelation and lies. Diane gets the vague sense that Kotey — with his confi dence and his silence — might think himself to be the smartest person in the room. He is intelligent yes, but it’s an intelligence that needs to wear a disguise. And besides, the smartest person in the room is the one who knows she, or he, is never the smartest at all: herein lies the contradiction. She wonders now if he has just said exactly the things she wanted to hear? She knows herself to be naïve at times: she admits this to herself. Yes, it is true, she has often been far too open to people in the past. She has been stung. Government offi cials who have deceived her. Pretenders from the FBI. Misdirection from the State Department and White House. Politicians. Negotiators. Informers. Conmen. And, perhaps now, Kotey. But she also knows that the naivety is necessary to cultivate something deeper. She wants to remain open to the world. Compassion, Lord. And mercy. And patience. There will be one more session tomorrow. Perhaps they will achieve something more than this intimate stand-off . But then again, perhaps nothing. She pulls back her chair and thanks him. It is dangerous, she knows, to thank him, her son’s murderer. But she must do it anyway. Perhaps it’s only politeness. Perhaps it’s something more. “In another life,” she says, “you and Jim might have been friends.

Cohen continued to struggle with his own well-being. Even though he had achieved his life’s dream of running his own firm, he was still unhappy, and he had become dependent on a psychiatrist named Ari Kiev to help him manage his moods. In addition to treating depression, Kiev’s other area of expertise was success and how to achieve it. He had worked as a psychiatrist and coach with Olympic basketball players and rowers trying to improve their performance and overcome their fear of failure. His background building athletic champions appealed to Cohen’s unrelenting need to dominate in every transaction he entered into, and he started asking Kiev to spend entire days at SAC’s offices, tending to his staff. Kiev was tall, with a bushy mustache and a portly midsection, and he would often appear silently at a trader’s side and ask him how he was feeling. Sometimes the trader would be so startled to see Kiev there he’d practically jump out of his seat. Cohen asked Kiev to give motivational speeches to his employees, to help them get over their anxieties about losing money. Basically, Kiev was there to teach them to be ruthless. Once a week, after the market closed, Cohen’s traders would gather in a conference room and Kiev would lead them through group therapy sessions focused on how to make them more comfortable with risk. Kiev had them talk about their trades and try to understand why some had gone well and others hadn’t. “Are you really motivated to make as much money as you can? This guy’s going to help you become a real killer at it,” was how one skeptical staff member remembered Kiev being pitched to them. Kiev’s work with Olympians had led him to believe that the thing that blocked most people was fear. You might have two investors with the same amount of money: One was prepared to buy 250,000 shares of a stock they liked, while the other wasn’t. Why? Kiev believed that the reluctance was a form of anxiety—and that it could be overcome with proper treatment. Kiev would ask the traders to close their eyes and visualize themselves making trades and generating profits. “Surrendering to the moment” and “speaking the truth” were some of his favorite phrases. “Why weren’t you bigger in the trades that worked? What did you do right?” he’d ask. “Being preoccupied with not losing interferes with winning,” he would say. “Trading not to lose is not a good strategy. You need to trade to win.” Many of the traders hated the group therapy sessions. Some considered Kiev a fraud. “Ari was very aggressive,” said one. “He liked money.” Patricia, Cohen’s first wife, was suspicious of Kiev’s motives and believed that he was using his sessions with Cohen to find stock tips. From Kiev’s perspective, he found the perfect client in Cohen, a patient with unlimited resources who could pay enormous fees and whose reputation as one of the best traders on Wall Street could help Kiev realize his own goal of becoming a bestselling author. Being able to say that you were the

• No matter how open we as a society are about formerly private matters, the stigma around our emotional struggles remains formidable. We will talk about almost anyone about our physical health, even our sex lives, but bring depression, anxiety or grief , and the expression on the other person would probably be "get me out of this conversation" • We can distract our feelings with too much wine, food or surfing the internet, • Therapy is far from one-sided; it happens in a parallel process. Everyday patients are opening up questions that we have to think about for ourselves, • "The only way out is through" the only way to get out of the tunnel is to go through, not around it • Study after study shows that the most important factor in the success of your treatment is your relationship with the therapist, your experience of "feeling felt" • Attachment styles are formed early in childhood based on our interactions with our caregivers. Attachment styles are significant because they play out in peoples relationships too, influencing the kind of partners they pick, (stable or less stable), how they behave in a relationship (needy, distant, or volatile) and how the relationship tend to end (wistfully, amiably, or with an explosion) • The presenting problem, the issue somebody comes with, is often just one aspect of a larger problem, if not a red herring entirely. • "Help me understand more about the relationship" Here, here's trying to establish what’s known as a therapeutic alliance, trust that has to develop before any work can get done. • In early sessions is always more important for patients to feel understood than it is for them to gain any insight or make changes. • We can complain for free with a friend or family member, People make faulty narratives to make themselves feel better or look better in the moment, even thought it makes them feel worse over time, and that sometimes they need somebody else to read between the lines. • Here-and-now, it is when we work on what’s happening in the room, rather than focusing on patient's stories. • She didn't call him on his bullshit, which this makes patients feel unsafe, like children's whose parent's don’t hold them accountable • What is this going to feel like to the person I’m speaking to? • Neuroscientists discovered that humans have brain cells called mirror neurons, that cause them to mimic others, and when people are in a heightened state of emotion, a soothing voice can calm their nervous system and help them stay present • Don’t judge your feelings; notice them. Use them as your map. Don’t be afraid of the truth. • The things we protest against the most are often the very things we need to look at • How easy it is, I thought, to break someone’s heart, even when you take great care not to. • The purpose on inquiring about people's parent s is not to join them in blaming, judging or criticizing their parents. In fact it is not about their parents at all. It is solely about understanding how their early experiences informed who they are as adults so that they can separate the past from the present (and not wear psychological clothing that no longer fits) • But personality disorders lie on a spectrum. People with borderline personality disorder are terrified of abandonment, but for some that might mean feeling anxious when their partners don’t respond to texts right away; for others that may mean choosing to stay in volatile, dysfunctional relationships rather than being alone. • In therapy we aim for self compassion (am I a human?) versus self esteem (Am I good or bad: a judgment) • The techniques we use are a bit like the type of brain surgery in which the patient remains awake throughout the procedure, as the surgeons operate, they keep checking in with the patient: can you feel this? can you say this words? They are constantly calibrating how close they are to sensitive regions of the brain, and if they hit one, they back up so as not to damage it.