Norman Doidge – Grow Mindfulness

Mindfulness, Attention and Learning

Research has consistently shown that mindfulness can build our attention and concentration. Mindfulness, by definition, involves paying attention in a purposeful way “with openness and curiosity”. Mindfulness helps us to reclaim our attention and strengthen our concentration. Attention is one of the four pillars of learning, according to leading neuroscientist, Stanislas Dehaene. In his book, How We Learn: The New Science of Education and the Brain, he identifies the four pillars as follows:

Attention – adds amplification to the information that we choose to focus on; it brings into clearer focus the detail and implications of what we are hearing and seeing.
Active engagement – through curiosity, constantly testing our internal hypotheses and models of the external world; contrasted with passive learning where we only take in what others teach us.
Error feedback – helps us to correct our hypotheses/models through comparison with reality; what happens when acting in the real world serves to provide feedback – confirmation or the need for correction/change.
Consolidation – moves us to a state of “unconscious competence”; where we act automatically, but appropriately, in response to external stimuli. Making explicit our own learning and restful sleep assist this process of consolidation.

Attention’s role in learning

Stanislas highlights the fact that today we encounter multiple sources of distraction, including that of digital noise, which negatively impacts our attention and capacity to learn. Developing our attention, according to his research and that of other researchers, has three core benefits in terms of the learning process:

Alerting – changes our level of vigilance by signalling when we need to pay attention.
Orientating – indicates what we need to pay attention to and, in the process, highlights the detail of what we are interested in.
Executive attention – the contribution here is on the how, the way in which to respond to the stimulus/task/challenge.

The growth of the executive function, tied to self-regulation, is itself a lifetime learning process. This function involves engaging the pre-frontal cortex of the brain – making decisions based on analysis and timely adaption rather than habituated and inappropriate responses. Stanislas demonstrates through sharing the results of different experiments how the pre-frontal cortex and this executive function develops from the age of 12 months and reaches a mature level around 20 years of age. These studies are fascinating in that they highlight how the brain attempts to process information that is seemingly contradictory and/or challenging to our habituated responses learned through prior experiences and information processing. He contends that the development of our pre-frontal cortex as we mature in age spontaneously results in the “development of attention and executive control”.

Stanislas cautions that we can still make mistakes and take inappropriate action through our selective perception as adults. Perception of threat (real or imagined), for example, can lead to the dominance of our amygdala and disengagement of our pre-frontal cortex, leading to a fight, flight or freeze response – resulting sometimes in an inappropriate action rather than “wise action” that can be developed through mindfulness.

However, Stanislas also emphasises that even in adulthood our brains are capable of plasticity – changing physical shape (including reducing the size of the amygdala and increasing the size of the pre-frontal cortex) and, in the process, strengthening executive control. Norman Doidge, in his book The Brain That Changes Itself, highlights the research that demonstrates how mindfulness increases this neuroplasticity.

Reflection

As we grow in mindfulness, we can enhance our attention and concentration – key components of learning identified by Stanislas. Concurrently, we can develop our self-awareness and self-regulation, learn to overcome habituated responses, and choose wise actions. Mindfulness improves our information processing by helping us to reclaim our attention in the face of endless distractions, including digital noise and overload. The openness and curiosity cultivated through mindfulness enriches our capacity to grow and learn.

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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.

Mindfulness and Neuroplasticity

Norman Doidge, in his book The Brain That Changes Itself, explained that early brain researchers discovered what became known as “neuroplasticity”:

They showed that the brain changed its very structure with each activity it performed, perfecting its circuits so it was better suited to the task at hand. If certain “parts” failed, then other parts sometimes take over. (p.xv)

For example, people who meditate or teach meditation have been shown to have a thicker insula – a part of the brain that is activated by paying close attention to something (p.290).

Dr. Bruno Cayoun observed that neuroscience has demonstrated that brain plasticity explains how mindfulness training increases our perceptual ability leading to a greater sense of self control and self-awareness. Perceptual ability, according to the Oxford Dictionary, is “the ability to be able to deal with and give meaning to sensory stimuli”.

Research conducted jointly by the Fudan University in China and the University of South Florida showed that Tai Chi- often described as “meditation-in-motion” – actually increased the size of the brain of seniors who practised Tai Chi for 40 weeks and did so at least three times per week. Tai Chi has many other benefits and these are discussed elsewhere in this blog.

Norman Doidge discusses the work of Michael Merzenich, Emeritus Professor in neurophysiology, who started a company called Posit Science to extend neuroplasticity of the brains of people as they age, as well as extend their lifespan (p.85). Professor Merzenich maintains that, if we are in the older age group, we may not have been developing our brain plasticity since middle age because we are often working off already mastered knowledge and skills.

So, learning new skills such as mindfulness meditation and Tai Chi, with the attention and concentration required, will help to alleviate this problem of mental decline.

As we grow in mindfulness through meditation and approaches such as Tai Chi, we increase the size of our brain, enhance brain plasticity and enjoy the consequential benefits such as self-awareness and self-control.

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

Image source: courtesy of ArtsyBee 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.

Leading with Body Awareness

The early trait theories of leadership argued that to be an effective leader you needed to be male, charismatic and tall. Clearly, this delineation can lead to discriminatory behaviour towards those who are female and short.

The earlier trait theories of leadership have been disproved and there is now a consensus that there is no universal list of traits that researchers can agree on as predictors of leadership ability.

Amanda Sinclair, author of Leading Mindfully, points out that despite these emergent findings, myths still pervade about desirable traits that reinforce leadership viewed according to the male stereotype. She suggests that women have been harshly judged against these unreal measures and have had to conform to standards of dress and behaviour that are more rigorous than those imposed on men.

Then again, as a female colleague of mine pointed out, some women dress provocatively in a work situation to draw attention to themselves. As my colleague commented, this draws attention to their sexuality but detracts from perceptions of their competence. So women are often confronted with a dilemma – conform to unfair standards or dress inappropriately.

Rather than accepting this dilemma, women and men can learn ways to present themselves bodily so that potential followers are not left experiencing discomfort or uncertainty about how to communicate with, or relate to, their leaders.

Increasingly, followers have been shown to prefer characteristics that are described as the soft skills – that is skills associated with emotional intelligence such as empathy, compassion, listening skills, communicating to inspire followers, congruence and creativity.

Through mindfulness, leaders can develop a presence (irrespective of physical height) that conveys a sense of balance and calm. They can face problems with greater clarity and creativity. Their very presence can communicate support and generate confidence in others who are faced with difficult situations.

Leaders need to be physically present to their staff so that their positive bodily influence can be experienced first-hand. They also need to care for themselves bodily by looking after themselves so that they can withstand the stresses of their role but, at the same time, have real concern for the physical welfare of staff.

By building resilience through mindfulness practice, you can communicate non-verbally that they you are in control of yourself and the situation. Even when you are not conscious of the impact of your demeanour, others take note and are influenced by how you present yourself – your bearing can communicate respect for others, personal confidence and self-awareness.

Somatic meditation is one way for a leader to get in touch with their bodies and their reality. It enables them to be more conscious of how stress is stored in the body and emitted through physical actions and non-verbal activity.

Amanda also alludes to the research work of Norman Doidge and highlights the mind-body connection and the role of exercise such as yoga and walking in enhancing this connection and improving brain functioning. In the light of this research and the foregoing discussion, Amanda exhorts leaders to be aware of the role of their bodies in the process of leadership:

Our bodies and physicality in leadership are gateways to important forms of intelligence, to wisdom and mindfulness. They provide us with ways of noticing and revaluing the present, experiencing the full richness of the people and situations around us. Physicality is not something to be ignored, suppressed or overcome in leadership, but a means of helping us live and lead more fully. (p. 129)

As we grow in mindfulness, we become increasing aware of how we experience the world through our bodies and how others experience us as leaders through their perceptions of our bodily presence.

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

Image source: courtesy of rawpixel 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.