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Medium 9781782201359

Chapter Seven: Development of Thought and the Role of BART Psychotherapy and Peak Performance in Reprocessing Thoughts

Arthur G. O'Malley Karnac Books ePub

Conscious thought accounts for about five per cent of brain activity. The first manifestation of thought is its global synthetic form generated by the right hemisphere. Hand and other gestures become integrated with speech production once the LH becomes activated. The words generated from thought patterns are segmented linearly and hierarchically as both hemispheres and gestures combine. These influences reverberate reciprocally in the forebrain. The thought processes that begin in the RH are sent to the LH for processing and re-presentation. This is recycled to the RH, becoming a new synthesis of the original recalled experience. This helps to explain why bilateral cerebellar activation in BART psychotherapy facilitates patient's reprocessing. I would argue that all forms of psychotherapy would benefit from this augmented form of inter-hemispheric communication. It promotes unification between the left hemispheric division of information and the right hemispheric tendency towards wholeness. In other words, thesis and antithesis are combined as a synthesis. The role of individuation from the LH is integrated with that of coherence from the RH. The rationality of the LH is subject to the intuitive wisdom of the RH. Knowledge of the five stages of BART psychotherapy and of peak performance helps to bring these perspectives together. Also, as the therapist seeks to identify and locate anatomically points of maximum distress, this can highlight areas resistant to information reprocessing. They can use this knowledge to hypothesise which hemispheric functions are most compromised and need to be accentuated.

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Medium 9781591202004

Chapter 24. The Longevity Test

Klatz M.D. D.O., Ronald Basic Health Publications ePub

People age biologically and chronologically. Chronological age measures the amount of time that has gone by since birth. Most of us can distinguish an elderly person from a young person. We can even categorize what age range a person might fall into. But what about a person who is sixty-five but looks as if hes only forty-five? Or a person who is eighty but functions as well as a sixty year old?

This is biological age or functional age. We all age biologically at different rates.

As we have seen throughout this book, age changes affect different parts of our bodies at different times. These age changes occur in the DNA, tissues, organs, and hormone levels, as well as in every component of the human body. This variance in our biological clock can help explain why one eighty-year-old may be able to work during the day, go bicycling in the afternoons, and garden on the weekends, exerting more youthful qualities than another eighty-year-old who may, biologically, be eighty or even ninety years old.

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CHAPTER EIGHT

Halina Brunning Karnac Books ePub

Background

It is conventional wisdom that one’s first or early experiences, in whatever venue, situation, or circumstance, often define the path one will initially take and reverberate, psychically and behaviourally long after. “Getting off on the right foot” as a novice manager, therefore, or in whatever other work role one may take, can be of critical importance for both the young adult and the organization. Given this, it follows that the process of developing and bringing along young managers1 is an important strategic human resources task, which, if accomplished thoughtfully, will be handsomely repaid over time.

While it is certainly true that most, if not all, sizable organizations, at least in the USA, have some form of training programme for new managers, many of which are quite successful, I believe that they can be enhanced even further if they explicitly take into account the developmental issues that young people are struggling with as they take up managerial roles for the first time. It is this aspect of the “training” of young managers that I focus on in this chapter, by presenting a case that exemplifies many of them. Specifically, the hope is that those who have the responsibility for such programmes, and in particular those who are mentors or coaches in such programmes, may benefit from a deeper consideration and understanding of early adult development.

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Nine

L. J. Trafford Karnac Books ePub

Alex trudged across the Palatine Hill, gazing down to the forum below. The temples were being draped with colourful banners; the Praetorians assisting in the construction of wooden barriers to keep the expected crowds under control. The senate was convening. Alex watched the gaggle of togas disappear into Senate House no doubt to argue over who had been the first to declare his loyalty to Galba. He had given his loyalty to Galba earlier than they had, way earlier. They had still been crawling to Nero when he had been helping Nymphidius Sabinus and Icelus to take over the city.

Alex had no respect for the senate: they were pointless in his view. He didn't have much of an opinion of emperors either. Sporus had fed him too many stories about Nero for him to have much respect for the position. Most had been weak, ineffectual, bullied by their secretaries. Galba would be different. As a general he was able to process information with speed and act decisively. He wouldn't be bullied by any pasty, devious administrator. Nor would he be fooled by the senate's ingratiating cowering.

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5. Making Your Hidden Strengths Work for You

Milo Sindell Berrett-Koehler Publishers ePub

So you’ve completed your Hidden Strengths assessment and learned about the twenty or so skills that fall into your middle range (if you haven’t gone online to do the assessment yet, what are you waiting for?). Don’t worry—you don’t have to work on all twenty skills at the same time. In fact, we don’t recommend it. Rather, we have provided a five-step action plan for identifying and developing the Hidden Strengths that are aligned with your current professional objectives.

At the end of your Hidden Strengths report, you will find a guide to help you think through and create your personal Hidden Strengths Development Plan. You can also find an easy-to-use worksheet that summarizes the five steps in the Appendix.

1. Find your motivation.

2. Identify your goals.

3. Choose your Hidden Strengths to develop.

4. Turn your Hidden Strengths into Learned Strengths.

5. Evaluate your progress.

Before you embark upon this Hidden Strengths journey, there is one final question you need to ask yourself: Why am I doing this? Knowing your source of motivation is what will help you to commit to the behavioral changes necessary to develop your Hidden Strengths.

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