digital age – Grow Mindfulness

Developing Mindfulness and Positive Mental Health in the Digital Age

In the previous post I focused on the challenge of the digital age with respect to developing mindfulness. This earlier post was stimulated by a presentation of Jon Kabat-Zinn during the Mindfulness & Compassion Week (June 6- 13, 2021). In his workshop, Jon also mentioned the benefits of the digital age for developing mindfulness and positive mental health, particularly during the time of the pandemic when people were becoming isolated through lockdowns and border closures.

There are many facets of the digital age that facilitate the development of mindfulness and positive mental health – the growth of global online, mindfulness conferences and seminars, access to online meditations, digital music and nature imagery, e-groups, and podcasts. Many of these aspects have been enhanced by the emergence of streaming platforms and flexible technologies such as Google Chromecast and Bose portable speakers.

Global online mindfulness conferences

The emergence of sophisticated web conferencing has enabled the growth in global, online mindfulness conferences, and the Nature Summit is just one example of this. In this web conference, conducted from May 11-17 2021, more than 30 world experts discussed ways to connect with nature, access its wonder and wisdom and develop improved mental health and mindfulness. The Science & Wisdom of Emotions Summit highlighted ways to cultivate mindfulness to gain an understanding of our emotions, deal with emotions in daily living and develop self-regulation to effectively channel our emotional energy.

Online Meditations

During the pandemic, we saw increased access to online meditations, often conducted on a global basis. The Mindful Awareness Research Center (MARC), for example, converted their weekly, face-to-face guided meditations to the Zoom platform to enable global online participation. Often, lifetime access to digital meditations were also provided for paid subscribers of web conference resources which included videos, audios, and transcripts. Many organisations now provide online meditations and some, such as Headspace, provide guided meditations via an app.

Emergence of e-groups

Some organisations providing mental health services via face-to-face meetings had to develop e-groups – moving their group support services online via platforms such as Zoom. One such organisation is GROW which provides supported, peer-led groups for people experiencing mental illness (Growers). This organisation was able to transition their face-to-face meetings to eGROW Groups enabling online access nationally as well as on a State/regional basis.

Access to digital music and nature imagery

Developing mindfulness and healing through music and nature imagery has been facilitated by the emergence of online media such as that provided by Louie Schwartzberg’s Moving Art website. His films and photography are enhanced by his Wonder and Awe podcast series. Digital music platforms such as Spotify have provided ready access to a world of different genres of music and podcasts, some incorporating guided meditations and mantra meditations. YouTube enhances access to mantra meditations by enabling visual imagery to support the meditative singing as in Lulu & Mischka’s Stillness in Motion video.

Another aspect of connection through music in the digital age is the growth of virtual choirs and the associated logistical, singing, and instrumental collaboration on a global and local scale. On a global level, for example, 300 people from 15 countries participated in the singing/ orchestration of the highly pertinent song You’ll Never Walk Alone. In another example, people from 50 countries combined to sing Amazing Grace in their own language. On a local level, the Morningsong community choir was able to provide warm-ups, practice pieces and group online singing during pandemic lockdowns. YouTube provides access to multiple virtual choirs.

Reflection

Digital media has provided the means to connect with each other and with nature at a time when people are physically isolated. The spin-off from the periods of lockdowns and border closures is that many people have come to appreciate more what they have in life, to savour their access to nature and increase their motivation to improve their physical and mental health.

There are now increased mechanisms and avenues available to develop our mindfulness practice through the growth in digital media and flexibility of access. It is important to savour and utilise these facilities to enrich our mindfulness practice and enhance positive mental health.

As we grow in mindfulness with the aid of digital media, we can increase our self-awareness and connection with others, develop gratitude and creativity and build the resilience and compassion we need to manage effectively in difficult times.

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Image by Inga Klas from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group, and the resources to support the blog.

The Challenge of Mindfulness in the Digital Age

Jon Kabat-Zinn, mindfulness teacher and creator of MBSR, recently presented a workshop during the Mindfulness & Compassion Week (June 6- 13, 2021). Jon’s focus was on mindfulness in the digital age. He addressed both the downside and upside of digitisation and noted particularly the benefits accrued through online communication during pandemic-related lockdowns. In this post, I want to focus on the downside of the digital age – the challenge it poses to our ability to pay attention on purpose , non-judgmentally, in the present moment.

Jon was especially concerned about the manipulation of our minds and attention through social media and other online communication channels. He drew on the work of the Centre for Humane Technology to explore both the human costs of the digital age. He strongly encouraged exploration of this website and its podcasts along with the film, The Social Dilemma, which he suggested should be viewed multiple times.

The downside of the digital age – the loss of attention, consciousness, and awareness

Jon maintained that in the digital world it has become hard to discriminate between what is true and what is false, between what is fact and what is myth. He argued that we have “lost agency” and levels of decision making through social media and related digital technologies and the embedded “surveillance capitalism”. The language we encounter is manipulative and “propels us out of the moment” – we lose our grounding in the present moment. We are told that a video is “a must watch”, we are warned that we will “miss out” if we do not take a particular action and we are enticed to act to gain “rewards”, some of which are spurious. Jon points out that the incessant barrage of information/misinformation and constant attempt to capture our attention leads to dysregulation in our life, adversely affecting our breathing, eating and sleep.

He argued that the greatest need for humanity today is to address the “loss of awareness” – the lack of consciousness that we are losing control over our minds, destroying our environment, and wrecking the lives of people through perpetual, disruptive advertising that attempts to capture our attention and steel our focus. He encouraged us to increase our awareness of the impacts of the digital age so that we can live our life more fully in the present moment and not be caught up in the mainstream culture of acquisition (vs savouring), of form (vs substance), of envy (vs gratitude), and of self-absorption (vs compassion).

Our diverted attention

The Centre for Humane Technology works tirelessly to help us to develop the awareness of the downside of the digital age, especially through their insightful podcast series, Your Undivided Attention. One example of this powerful message is the podcast, When Attention Went on Sale, which features an interview with Tim Wu, author of The Attention Merchants: The Epic Struggle to Get Inside Our Heads.

Tim maintained that the “commodification of our attention” actually began with the introduction of ad-supported newspapers. The readers became the product, the focus shifted from a dissemination of the “truth model” to that of the “attention model” and we became the “puppets” of attention-grabbing advertising and media. The content focus shifted to what shocks (death and violence), what titillates (sexualisation) and what raises curiosity (misleading headings). The media exploited emotions of fear, scepticism, greed, and envy. Early on, advertising posters with the work of famous artists were deployed throughout Paris as a means to invade people’s attention. They were eventually removed when Parisians complained that they invaded their attention and were a blight on the landscape.

Commercial interests now drive the competition for our attention and television offers “precise marketing” through creating an “emotional resonance” with the viewer, heightened by the visual medium. Human attention is being harvested in the pursuit of “economic and attention power” – attention gained by TV stations leads to higher ratings which leads to more advertising and revenue. Wu describes this process as the “harvesting of human consciousness” in an environment that is scarily unrestrained and unregulated. We can observe the resultant imbalance in information dissemination when we notice that a TV Program designed to provide an “alternative perspective” on the news of the day devotes more time to advertisements (reinforcing mainstream culture) than to alternative commentary during a one-hour program. Viewers of ad-driven TV stations often engage in “channel surfing” to evade ads but this leads to what Jon calls “fragmented attention”.

Our attention is up for sale through Google ads where buyers of ad exposure in search results actually bid for the right to appear higher in the listed results. While quality (relevance, originality, and depth of content) is an espoused determinant of ranking, price plays a major role and advertisers are encouraged to “outbid” each other for our attention.

Social media has had a significant impact on attention distraction and distortion. This has accelerated with the emergence of “selfies” (obsession with self over being present to the moment and location), the commodification of bodies (via private membership of TikTok for example), and “follower ads” on LinkedIn and other online advertising media. The concept of “friends” (as per Facebook) has moved from “a bond of mutual affection” to that of a relatively disinterested follower and “friends” are purchased via online marketing organisations to boost one’s social presence. Positive product reviews by friends are harvested to build Google rankings – companies even pursue us relentlessly to gain our “review” (even when they have misled us about a product offering).

The game is all about grabbing “eyes on the page” (and Google, for example, measures pages visited, time spent on a page, and percentage of people who view only the “landing page” as they “surf”). There is now software available to track your eyes as they view a webpage (with eye movement displayed via a heatmap). We are becoming conditioned to providing those “eyes on the page” – “pop-ups” encourage us to register for continuous information/ad exposure and whenever we have to spend time waiting, our default action is to reach, unthinkingly, for our mobile phone.

The concept of “social influencers” has emerged to identify influential people who have the power to affect our buying decisions and who work in collaboration with brands who use their influence to persuade us to make purchases. The source of the influencer’s power (e.g., celebrity status, expertise, sexual appeal) and the relative extent of their power (how many followers) is variable. In consequence, influencers are viewed by brands as “social relationship assets” of variable worth.

Mobile phones are increasingly part of everyday life for people enabling constant access to the Internet, social media and to disruptive “notifications”. Some people become obsessed with “keeping up-to-date” via social media and constantly access their phones (even sleep with them). Others feast on the news with all its inherent biases, selective reporting and tailored reinforcement of the receiver’s views, perspectives, and politics.

Supermarkets employ email-based rewards systems built around receipt scanning and identification of individuals’ typical shopping basket. They also attempt to widen purchasing choices by introducing bonus-boosted products not normally purchased by an individual. Buyers can be “led” to purchase products they do not need or want. The rewards system works on the principle of intermittent reinforcement employed by gambling machines where ongoing “jackpots” are given to entice the gambler to continue spending.

In summary, in a digital world there are so many mechanisms at play to capture our attention and multiple drivers such as profit, profile enhancement and social influence to sustain these constant, concerted efforts to distract us and divert our attention. This makes it increasingly difficult to be mindful in our everyday life unless we take conscious steps to develop mindfulness to counteract the adverse impact of these online media.

Reflection

Jon also discussed the many benefits of the digital age and this will be the subject of a subsequent post. Whether we accrue these benefits or suffer the adverse effects of the digital age, comes down to our own choices and behaviour.

Jon emphasised the need to be very aware of the impact of digitisation on our behaviour. He suggested, for instance, that we should be particularly mindful of our mobile phone use and its potential adverse effects on our quality of life and our relationships.

Jon maintained that the discipline of daily mindfulness meditation can flow over into every aspect of our lives including our use of digital media. As we grow in mindfulness, we can develop increased self-awareness, improved self-regulation, and enhanced insight into the adverse impacts of our own behaviour with respect to digital media.

Self-reflection on our use of digital media and its impacts on our relationships, on our level of personal stress and on our ability to concentrate and be productive, can provide the impetus for behaviour change. The following reflective questions could serve as a starting point:

To what extent is your focus on social media reducing your span of attention?
How often is access to your mobile phone your default behaviour when you have to spend time waiting?
How often are you distracted by social media when in conversation with an individual or a group?
To what extent does social media determine the content of your conversations, e.g., how often do you share rumours, myths, scandals, and what “celebrities” are doing?
How much do you rely on social influencers for your purchase decisions?
To what extent does the time you spend on social media limit your time spent in nature, experiencing its numerous benefits?
Does your social media presence contribute to the quality of life of other people?

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Image by wei zhu from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group, and the resources to support the blog.

Being in the Zone to Facilitate or Lead a Team

George Mumford, Mindfulness and Performance Expert, maintains that effective facilitation or leadership of a team requires the facilitator or leader to be in the zone – a state of mind where we are hyper-focused and are our most productive, creative, and powerful selves. This state is often experienced by elite athletes, racing drivers and scientists – time seems to stand still, and exceptional performance/deep insight is achieved effortlessly.

The team facilitator in the zone

George, as a high-performance coach, spends much of his time working with elite sporting teams – helping them to achieve optimal performance. He makes the point that every team and location is different, and that the facilitator cannot pre-judge the situation. In his view, you can prepare for the facilitation, but you must be in-the-moment when working with the team.

This requires being in a listening and learning mode so that your response to what is happening is spontaneous and insightful – engaging what George describes as a “resourceful state of mind”. This state requires a person who has developed a mindfulness mindset through continuous mindfulness practice – not through a single daily act of meditation but a continuous process of seeking to be mindful, whatever the situation.

George maintains that everything is changing all the time – your own self-concept, as well as the self-concept of the team members you are working with. As you continuously attempt to achieve your own body-mind-emotion alignment, you are increasing your self-awareness, other-awareness and your self-regulation (so that your negative thoughts do not disable your capability).

I find that as an organisational consultant, the more I develop a mindfulness mindset, the more I am able to design innovative facilitation processes that assist organisation team members to have the conversations they ought to have and to achieve a higher level of performance. There are times when the way forward is clouded by anxiety precipitated by an unusual set of circumstances or mix of team members. Being in touch with these feelings through mindfulness can help to dissipate the anxiety and strengthen the insight, intention and faith (in a successful outcome).

The team leader in the zone

George maintains that you need to be a “mindful person” before being able to be in the zone and achieve optimal leadership effectiveness. Mindfulness enables you to achieve self-awareness, self-management and resilience and to influence others through effective active listening. It assists you to be-in-the-moment and to develop relationships that underpin any form of team effectiveness.

Psychologist Mihaly Csikszentmihalyi, in his TED Talk, discusses being in the zone as being in a state of “flow” – a state of “heightened focus and immersion”. In his view, not only does flow lead to effectiveness in whatever arena you operate, but it is also the source of creativity, sustained happiness and fulfillment. He suggests that flow is achieved when you realise a balance between challenge and skill – a challenge that is perceived as extending but manageable together with a skill-set that can be employed adaptively and creatively. Mindfulness helps to achieve the balance between challenge and skill by eliciting self-confidence in your abilities, managing the anxiety associated with new challenges and developing mental and emotional agility. Mindfulness will be essential for developing leadership capacity for the digital age – characterised by uncertainty, ambiguity, disruption and complexity.

As we grow in mindfulness through continuous mindfulness practices, we can be in the zone more frequently and develop optimal facilitator and/or leadership effectiveness. We can be open to the inherent spaciousness of our minds, freed from the anxiety and fear that limits the realisation of our capacities. Being in-the-moment, we are better able to respond adaptably and creatively to changing internal and external realities.

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Image by Gerd Altmann from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Developing Leadership Capacity for the Digital Age

In the previous post, I discussed the challenges posed by the digital age and shared Sky Jarrett’s perspective on how mindfulness can enable a leader to thrive in the new world of work. Rich Fernandez, in his presentation during the Mindful Leadership Online Conference, provided a complementary perspective on what leaders need to do to cultivate “future-ready” leadership capacity. Rich was formerly Director of Executive Education at Google, a Master Teacher for SIYLI and founder of Wisdom Labs .

Rich described future-ready leadership as “having the mental and emotional clarity and balance to meet all of life’s challenges, situations and people that you might encounter”. His presentation focused on how to develop these leadership characteristics.

Developing mental and emotional clarity and balance

Rich identified the following ways to develop these core leadership characteristics for the digital age:

Mindful listening – being present enough to focus on what the other person is saying and sufficiently open to understand their message and be influenced by it so that common ground can be developed. Rich suggested that the American Senator John McCain was an exemplar of mindful listening because he sought “constructive bipartisan dialogue” and enabled continual conversation to reach that elusive middle ground. Mindful listening requires a preparedness to avoid reacting mindlessly, prematurely offering a solution or pursuing an agenda.

Response flexibility – to engage in mindful listening you also need to have what Rich calls “response flexibility”- which is the agility to be able to respond appropriately and in respectful way to the other person’s communication. I have discussed a way to develop response ability in an earlier post.

Values alignment – ensuring that your behaviour actually reflects your personal values. Rich mentioned that Marc Benioff – founder, Chairman and CEO of Salesforce – is an exemplar of values alignment and puts service to the community ahead of profit. For example, he has built meditation rooms on every floor in the new, towering Salesforce building. His organisation practises business consciously so that “stakeholder management” is top of mind and is discussed as often as shareholder management – placing the needs of consumers on a least an equal footing with the wants and needs of shareholders. Rich shared a series of questions that can help a leader check their values alignment – “What are your values?”, “Why are they important to you?”, “To what extent are your words and actions aligned with your values?” [poetic licence used here].

Personal vision – this flows naturally from a consideration of values alignment. So, this is about a vision for oneself as a leader, not the organisational vision (although it is ideal that there is a strong alignment between the two). Rich poses some relevant questions from the Search Inside Yourself Program to help clarify a personal vision, “What is your vision for yourself and your life?”, “What will your legacy be – your personal contribution to the world?”, “If your life exceeded your wildest expectations, what would it look like – what is happening and what are you contributing? [some poetic licence here too]. I previously discussed Goldie Hawn as an exemplar of someone who is committed to a personal vision and has aligned her words and actions in pursuit of this vision.

As we grow in mindfulness, we can develop the desired leadership characteristics to meet the challenges of the digital age. With persistent mindfulness practice, we can develop mental and emotional clarity, achieve balance in our life, progressively expand our response flexibility, and build alignment between our words and actions and our values/personal vision.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: courtesy of pixel2013 on Pixabay

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Mindfulness for Leadership in the Digital Age

Many of the presentations during the Mindful Leadership Online Conference, 17-26 October 2018, focus on what it means to be a leader in the digital age. Sky Jarrett, for example, discussed Thriving As a Leader in the Digital Age, and highlighted the role of mindfulness in achieving this goal. Her presentation drew on her experience with Accenture – a global consulting firm – where she is an Executive Coach and Mindfulness Instructor.

As the digital age continues to advance relentlessly with the advent of artificial intelligence and robotics, leaders are faced with new and demanding challenges and the uncertainty that derives from continuous technological, ecological and economic disruption. Life and work are becoming more complex with the generational shift and the growth in mental illness in the home and the workplace.

Thriving as a leader in the digital age through mindfulness

Sky identified how mindfulness can assist leaders to not only survive the digital era but to thrive and achieve greatness in their chosen arena of activity:

Calmness – mindfulness is necessary to develop calmness and equanimity in the face of organisational and community turbulence. Sky likens the calmness developed through mindfulness meditation to the calm of the “eye of the storm”. She suggests that the incorporation of mindfulness practice in the life of an executive is an “imperative” like the change from analogue to digital. It is critical for a leader to be grounded and not unsettled by digital turbulence if they are going to lead effectively.
Trust – Sky points to the fact that we are operating in a trust economy as part of the macro environment of the digital age. Trust underpins relationships which are the lifeblood of an organisation or community. Trust is built through integrity and consistency. Increasingly, followers look to leaders for guidance, transparency, support and reliability. Mindfulness builds self-awareness and self-management which are foundational to integrity and the development of trust.
Connection and collaboration – the digital age is the era of connectivity. Individuals, groups, organisations and communities are collaborating locally and globally – even competitors are collaborating to achieve common goals. The complexity and speed of change means that leaders can no longer be isolates steeped in knowledge and relevant experience – they will become increasingly dependent on collaboration with others as change outpaces their ability “to keep up-to-date”. Mindfulness helps a leader to experience, understand and value connectedness to themselves, others and the world around them. It also enables them to build the capacity for collaboration and enlightened action in the world.
Self-improvement – for many years now, we have focused on externalities including the continuous improvement cycle in organisations. The time has come for leaders to focus consistently on self-improvement, to take themselves as the the improvement project. This will require developing emotional awareness through mindfulness and reflection on their thoughts and actions so that a leader can enhance their response ability.
Bodily intelligence – Sky suggests that leaders will need a greater connection to their bodies in the digital era. Bodily intelligence, also termed kinaesthetic intelligence, will enable leaders to sense bodily when things are not right and to take constructive action. Somatic meditation will assist leaders to enhance their bodily intelligence and to develop the leader’s capacity to trust their body’s intuition (“gut feeling”).
Being present – as we have reiterated in this blog, the capacity to be present is an essential skill of leadership, no matter what the era. However, the digital era places greater demands on leaders to be genuinely present to others when interacting. The challenge to being present in a digital era characterised by incessant “noise” and disruptive communication, is potentially overwhelming. Mindfulness builds the capacity to shut our the noise and to fully focus on the person and task at hand.

There are many demands on leaders in the digital age, but as we grow in mindfulness we can bring calmness and equanimity to any situation, build trust and connectedness, focus on improving ourselves through reflection, more readily access our bodily intelligence and become more fully present in our daily interactions.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: courtesy of pixel2013 on Pixabay

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.