I googled (is this an official verb yet?) "self-directed neuroplasticity" today and ended up downloading a fascinating, enjoyable and easy to digest podcast interview on an Australian national radio podcast with a couple of leaders in the field: Jeff Schwartz and Norman Doidge.
Somewhere in the second half of the interview Norman Doidge talks about the applications of neuro-plasticity to the experience of changing into a new culture. While in the past, we tended to believe that our brain produced our culture (think of Geerte Hofstede's landmark book "Software of the Mind"-- a basic read for any course on intercultural communications), the new (non-mechanistic) paradigm allows for our culture to also reshape our brains (including our language, see my previous post below) in such a way that our perceptual systems are actually wired differently during our developmental years.
In this way, culture shock is really brain shock!
Anyway, if you are curious to understand more about how you work and how change works, download this into your ipod.
CLICK HERE
Over and over both scientists confirmed one of the basic premise of coaching methodology (although neither made any specific reference to coaching). By focusing our attention differently, we can actually change how our brain works, which in time can change how we see and interact with the world. The new framework is that our mind is not our brain (something those who practice meditation have known for centuries).
So we enact change in ourselves by increasing self-awareness around what we think (our mind), focusing our attention and then working with this attention over a sustained period of time -- and that is what coaching is about.
All very cool stuff.
a domani,
E
June 25, 2009
June 18, 2009
Could you repeat please?
A friend sent me a link to a scientific article on how people who speak different languages actually do think differently. Makes perfect sense to me and to anyone who has lived an extended period of time in another country and language.
It seems that the language you learn as a child trains you to pay more attention a particular set of things in the world so that you have the correct information to include in what you say.
We Americans, for example never learned to pay paticular attention to whether a chair is feminine or masculine -- and it shows when we occasionally slip up on the gender front, even after years and years of speaking Italian.
Russians instead do not have one word that covers all the shades that an English speaker would consider to fall under the word "blue". Instead they have two words --one for light blue (goluboy)and another for dark blue (siniy) which makes them quicker at distinguishing the two than their American counterparts.
To make her point that patterns in a language can indeed play a causal role in constructing how we think, she gives the example of a small Aboriginal community in Australia that talk about space in terms of north, south, east, west instead of left, right , forward so they might say, "Hey Joe, there is an ant on your southwest leg", or "Move the cup to the north northeast a little bit". Because space is such a fundamental domain of thought, differences in how these people think about space spill over into time, numbers, kinship relations and even emotions.
Another example was in the area of gender. In Spanish a key is feminine while in German it is masculine -- giving the object itself very different attributes in people's minds. The Spanish consider a key to be, "golden, intricate, little, lovely, shiny and tiny", whereas the Germans used adjectives such as, "hard, heavy, jagged, metal, serrated and useful" to describe the same item. Curious indeed!
Click HERE for the link if you would like to know more.
Perhaps Italians are so good at dealing with ambiguity because their language allows for endless sentences that never clearly nominate subjects and objects. "Who exactly is responsible for what" is the translator's daily struggle. The answer, as we have seen, is in the context, or as an Italian language teacher once told me, "musicality gives meaning."
Thanks Gillian for passing this along!
a domani,
E
It seems that the language you learn as a child trains you to pay more attention a particular set of things in the world so that you have the correct information to include in what you say.
We Americans, for example never learned to pay paticular attention to whether a chair is feminine or masculine -- and it shows when we occasionally slip up on the gender front, even after years and years of speaking Italian.
Russians instead do not have one word that covers all the shades that an English speaker would consider to fall under the word "blue". Instead they have two words --one for light blue (goluboy)and another for dark blue (siniy) which makes them quicker at distinguishing the two than their American counterparts.
To make her point that patterns in a language can indeed play a causal role in constructing how we think, she gives the example of a small Aboriginal community in Australia that talk about space in terms of north, south, east, west instead of left, right , forward so they might say, "Hey Joe, there is an ant on your southwest leg", or "Move the cup to the north northeast a little bit". Because space is such a fundamental domain of thought, differences in how these people think about space spill over into time, numbers, kinship relations and even emotions.
Another example was in the area of gender. In Spanish a key is feminine while in German it is masculine -- giving the object itself very different attributes in people's minds. The Spanish consider a key to be, "golden, intricate, little, lovely, shiny and tiny", whereas the Germans used adjectives such as, "hard, heavy, jagged, metal, serrated and useful" to describe the same item. Curious indeed!
Click HERE for the link if you would like to know more.
Perhaps Italians are so good at dealing with ambiguity because their language allows for endless sentences that never clearly nominate subjects and objects. "Who exactly is responsible for what" is the translator's daily struggle. The answer, as we have seen, is in the context, or as an Italian language teacher once told me, "musicality gives meaning."
Thanks Gillian for passing this along!
a domani,
E
May 30, 2009
Change is hard
I have been reading some theoretical work that links the brain (the physical organ) with the mind (the human consciousness that thinks, feels, acts and perceives) -- the very exciting work being done in neuroscience that tells us how people learn and change.
The reason we all resist change, even when we KNOW that the change is in our best interests, is that our brains work that way.
Our working memory -- the place where our perceptions and ideas can be compared to other information -- takes a lot of energy to do its task. When we meet something new (like we do when we need to adapt or change), this is where the information should go to be elaborated but sometimes there is just too much stuff already taking up its small space.
So instead of comparing, contasting the new thing with a repetoire of other information in our system and elaborate how to put it into action, we push it down into the basal ganglia area where there is more room and less energy required to run things. The problem is that this area of the brain is wired for routine, familiar activities that you can do without much conscious thought and the new thing gets put aside for our tried and true usual way of operating.
Another reason change is hard is that our brains are wired to read any difference between what is expected and what is actually happening to be an "error". These "errors" (anything new) produce intense bursts of neural firing that sets off our fear circuitry. In this way, any time we try to change a routine behavior, our brain sends out a strong message that "something is not right" and we feel discomfort that stems from fear. In this state, we do not do our best higher thinking but rather tend to react more emotionally and impulsively.
So, what can we do to make change happen?
Focusing attention on the improved result over a sustained period of time. Our working memory can only deal with small bites of learning, digesting it over time and by focusing attention, over and over new neuron circuity can be stabilized and developed.
The fancy word is: "self-directed neuroplasticity".
Apparently, the brain wants us to: focus on solutions, come up with our own answers and keep focused on our insights until new circuits are formed.
Sounds like coaching to me!
a domani,
E
The reason we all resist change, even when we KNOW that the change is in our best interests, is that our brains work that way.
Our working memory -- the place where our perceptions and ideas can be compared to other information -- takes a lot of energy to do its task. When we meet something new (like we do when we need to adapt or change), this is where the information should go to be elaborated but sometimes there is just too much stuff already taking up its small space.
So instead of comparing, contasting the new thing with a repetoire of other information in our system and elaborate how to put it into action, we push it down into the basal ganglia area where there is more room and less energy required to run things. The problem is that this area of the brain is wired for routine, familiar activities that you can do without much conscious thought and the new thing gets put aside for our tried and true usual way of operating.
Another reason change is hard is that our brains are wired to read any difference between what is expected and what is actually happening to be an "error". These "errors" (anything new) produce intense bursts of neural firing that sets off our fear circuitry. In this way, any time we try to change a routine behavior, our brain sends out a strong message that "something is not right" and we feel discomfort that stems from fear. In this state, we do not do our best higher thinking but rather tend to react more emotionally and impulsively.
So, what can we do to make change happen?
Focusing attention on the improved result over a sustained period of time. Our working memory can only deal with small bites of learning, digesting it over time and by focusing attention, over and over new neuron circuity can be stabilized and developed.
The fancy word is: "self-directed neuroplasticity".
Apparently, the brain wants us to: focus on solutions, come up with our own answers and keep focused on our insights until new circuits are formed.
Sounds like coaching to me!
a domani,
E
March 19, 2009
The magic of comunication
I would like to share with you a lovely poem I have just received from a client. It speaks of empathy and deep listening that form a magical space of true communication.
We sit across from one another
and speak of trivial matters;
of the weather, of your heartbreak
of your new cobalt scarf.
I touch the threads of that scarf
to get closer to you.
Now, no one speaks
and there’s room for the truth
In the quiet, while I hold on to that thread,
our masks slip away
and the gods and goddesses can finally enter.
Three of them:
sit filling the empty spaces between us
and take their tea.
In this circle of gold the lines between us blur
and we speak of mystical matters;
of the weather, of your heartbreak
of your new cobalt scarf.
a domani,
E
We sit across from one another
and speak of trivial matters;
of the weather, of your heartbreak
of your new cobalt scarf.
I touch the threads of that scarf
to get closer to you.
Now, no one speaks
and there’s room for the truth
In the quiet, while I hold on to that thread,
our masks slip away
and the gods and goddesses can finally enter.
Three of them:
sit filling the empty spaces between us
and take their tea.
In this circle of gold the lines between us blur
and we speak of mystical matters;
of the weather, of your heartbreak
of your new cobalt scarf.
a domani,
E
March 16, 2009
Make it light
Many people hate the idea of promoting themselves. It smells of "sales" and we all hate those sales people that knock on our door or call us on the phone.
Yet we have to promote ourselves at some time -- even if we have a job, we might be aiming for a promotion.
I have done a reframe exercise for myself. When I knock on the doors of organizations, 'll just ask, "what one small thing could I do that would have the biggest impact for you?"
Its the 20/80 principle -- 20% of what you do creates 80% of the result. It just takes identifying the 20%.
I'll bet they may have some good ideas.
a domani,
E
Yet we have to promote ourselves at some time -- even if we have a job, we might be aiming for a promotion.
I have done a reframe exercise for myself. When I knock on the doors of organizations, 'll just ask, "what one small thing could I do that would have the biggest impact for you?"
Its the 20/80 principle -- 20% of what you do creates 80% of the result. It just takes identifying the 20%.
I'll bet they may have some good ideas.
a domani,
E
March 11, 2009
Stream of consciousness
I participate in a number of forum discussions through the social network "linked in" and find it annoying that many forum posts ask questions or propose discussions with the underlying (often blatant) agenda of eventually selling you something -- not a great way to build relationships among colleagues.
In any case, the discussion generally runs along with short interventions by each player.
Not on the Italian Coaching Forum!
The last discussion opened with a question about the distinction between a manager and a leader -- and boy did those responses come through!
A certain Giovanni left a one paragraph response of 497 words.
Then Fabio intervened with his thoughts that spanned another single paragraph of 467 words. The last one came in from Giuseppe at 427 words -- one paragraph. (and you know my cross-cultural moments with regards to paragraphs, see HERE).
Whew. Who can wade through these philosophical meanderings!
But at least there is no underlying agenda "sell,sell,sell" -- theirs is the sheer enjoyment of free-flowing expression.
Odd that they were all men -- must be that the women were too busy with their double duties.
a domani,
E
In any case, the discussion generally runs along with short interventions by each player.
Not on the Italian Coaching Forum!
The last discussion opened with a question about the distinction between a manager and a leader -- and boy did those responses come through!
A certain Giovanni left a one paragraph response of 497 words.
Then Fabio intervened with his thoughts that spanned another single paragraph of 467 words. The last one came in from Giuseppe at 427 words -- one paragraph. (and you know my cross-cultural moments with regards to paragraphs, see HERE).
Whew. Who can wade through these philosophical meanderings!
But at least there is no underlying agenda "sell,sell,sell" -- theirs is the sheer enjoyment of free-flowing expression.
Odd that they were all men -- must be that the women were too busy with their double duties.
a domani,
E
Creating reality
While down under with the flu, I read Amy Tan's "Saving Fish from Drowning". It is not a book with any pretensions of deep meaning, but I thoroughly enjoyed the bumbling adventures of a group of American tourists in Burma / Myanmar.
At one point they are kidnapped by a group of rebels -- although they don't know that they have been kidnapped -- and brought to a camp hidden in the jungle. They believe instead that they have been taken somewhere very special to experience real local people and traditions for a "Christmas surprise" (it is December 25th). Then they believe that the rope bridge has fallen down and that is why they are stuck in the jungle.
They have no idea what is happening, can't understand the language except through the rebel leader's confused translations into English, and have to somehow figure something out.
So, they create their reality -- just like we all do every day -- they gleen clues from the environment and construct their story. They choose which clues to observe, while ignoring some other important ones, and build a story that is so fanciful to be farcical.
They are tourist in a strange land, they are are open to new experiences, want to learn about these people and have suspended all their usual radar that would have been useful to sort out a better version of what was happening.
They no longer have a recognizable frame of reference on which to build their stories, so they also build a frame -- who these people are, how their society works, what they are saying.
It gets quite funny.
The tribe also has built a story -- that the young boy in the group is the savior they have been waiting for who will make them invisible to their enemies. The clues are there, he makes things disappear (by performing card tricks) and carries a black book with the title "Misery" and with the word "King" (actually the novel by Stephen King).
But somehow their stories come true!
The group focused on the positive aspects of their stay and, in the end, they come to no harm and return home.
The tribe twists their story to be saved by becoming visible -- through TV coverage -- so that the boy really was their savior.
We get what we focus on, what we believe will happen. The stories we tell about ourselves often come true. If we believe we can't do it, we won't. If we believe we can, then we will.
We can become the stories we tell -- and even save a rebel tribe in the jungle!
a domani,
E
At one point they are kidnapped by a group of rebels -- although they don't know that they have been kidnapped -- and brought to a camp hidden in the jungle. They believe instead that they have been taken somewhere very special to experience real local people and traditions for a "Christmas surprise" (it is December 25th). Then they believe that the rope bridge has fallen down and that is why they are stuck in the jungle.
They have no idea what is happening, can't understand the language except through the rebel leader's confused translations into English, and have to somehow figure something out.
So, they create their reality -- just like we all do every day -- they gleen clues from the environment and construct their story. They choose which clues to observe, while ignoring some other important ones, and build a story that is so fanciful to be farcical.
They are tourist in a strange land, they are are open to new experiences, want to learn about these people and have suspended all their usual radar that would have been useful to sort out a better version of what was happening.
They no longer have a recognizable frame of reference on which to build their stories, so they also build a frame -- who these people are, how their society works, what they are saying.
It gets quite funny.
The tribe also has built a story -- that the young boy in the group is the savior they have been waiting for who will make them invisible to their enemies. The clues are there, he makes things disappear (by performing card tricks) and carries a black book with the title "Misery" and with the word "King" (actually the novel by Stephen King).
But somehow their stories come true!
The group focused on the positive aspects of their stay and, in the end, they come to no harm and return home.
The tribe twists their story to be saved by becoming visible -- through TV coverage -- so that the boy really was their savior.
We get what we focus on, what we believe will happen. The stories we tell about ourselves often come true. If we believe we can't do it, we won't. If we believe we can, then we will.
We can become the stories we tell -- and even save a rebel tribe in the jungle!
a domani,
E
February 21, 2009
Positive Psychology
Greetings from Trento. The snow is great and it is also wonderful to enjoy the company of our son.
I found an article from Business Week magazine on Positive Psychology that I would like to share. It's a bit long, but near the end it talks about identifying and working from your strengths - the aspect of Positive Psychology that first attracted my interest and is now a core element of my coaching approach. (See THIS blog post).
Working from your strengths is also an approach for adapting to a new cultural or multicultural environment. Self-knowledge can open up new routes to accessing another culture, while remaining true to who you are -- your core and natural attributes and strengths. As a coach, I help you explore how to put your strengths into action step by step - to experiment, reflect and adjust over and over, until you find your own personal style to best adapt and finally thrive in a new environment.
For the Business Week article, click HERE.
a domani,
E
I found an article from Business Week magazine on Positive Psychology that I would like to share. It's a bit long, but near the end it talks about identifying and working from your strengths - the aspect of Positive Psychology that first attracted my interest and is now a core element of my coaching approach. (See THIS blog post).
Working from your strengths is also an approach for adapting to a new cultural or multicultural environment. Self-knowledge can open up new routes to accessing another culture, while remaining true to who you are -- your core and natural attributes and strengths. As a coach, I help you explore how to put your strengths into action step by step - to experiment, reflect and adjust over and over, until you find your own personal style to best adapt and finally thrive in a new environment.
For the Business Week article, click HERE.
a domani,
E
February 10, 2009
What's working
I like to start a coaching partnership with a first session that focuses on "what's working". People are always happy to talk about their problems and weakness and all the things they think they "should" do. Fine, I say, we can do that later, but for the moment lets package them up and store them under the chair and look at what's working instead. We so easily get sucked into the past (and guilt, remorse or feelings of revenge) or the future (anxiety, worry, tension) and forget that right now we really can't do much about either -- so why not just focus on what we can do now instead.
Anyway, an email arrived today with a 90 page research study full of little jewels on Italians as global managers. Of course, it started by outlining the gaps, with quotes from Italian managers to back them up. But right now I would like to share "what works":
1. The capability to innovate through using different thought systems to understand a problem and creating alternative options.
2. The (even amazing) capability to respond and manage emergency situations.
3. Sensibility to factors that involve context.
4. Capability to manage complexity and expand perspectives.
Wow, I am impressed. This is a great place to be! Ok, so Italians may have some gaps on the administration and communication side and tend to elaborate and discuss while postponing action, but, the things that work are "formidabile"! As the world and its work becomes more complex and interconnected, these natural ways of being and working, could be leveraged to make Italian managers world leaders.
a domani,
E
Anyway, an email arrived today with a 90 page research study full of little jewels on Italians as global managers. Of course, it started by outlining the gaps, with quotes from Italian managers to back them up. But right now I would like to share "what works":
1. The capability to innovate through using different thought systems to understand a problem and creating alternative options.
2. The (even amazing) capability to respond and manage emergency situations.
3. Sensibility to factors that involve context.
4. Capability to manage complexity and expand perspectives.
Wow, I am impressed. This is a great place to be! Ok, so Italians may have some gaps on the administration and communication side and tend to elaborate and discuss while postponing action, but, the things that work are "formidabile"! As the world and its work becomes more complex and interconnected, these natural ways of being and working, could be leveraged to make Italian managers world leaders.
a domani,
E
January 28, 2009
What I do
I have been developing a FAQ sheet to follow up inquiries about coaching and I thought I would share the first page with you.
There is a second page with even more answers to more questions that get more practical as they go along. Contact me to continue....
What do you do?
I am an executive and personal coach, specializing in helping international professionals make a difference.
What do you mean by make a difference?
You make a difference when you are effective in the present and focused on the future. You perform at your best when you are empowered by a sense of purpose that is grounded in your values and driven forward by your natural strengths. (sounds like someone we know -- see the post below).
Am I an international professional?
Anyone who chooses to live and work among new, changing and even challenging cultural and multicultural environments is an international professional – this could be with an international or non-governmental organization, a government, multinational or as an independent consultant. You know how to adapt and seek to grow and thrive in ongoing change and complexity.
What kind of change are you talking about?
Change from a new cultural environments, new professional roles or functions, new ways of thinking, behaving, managing, making decisions, leading.
What is a professional coach?
A coach that is certified by an ICF accredited training program, in my case, by the International Coach Academy, www.icoachacademy.com
What is coaching?
Coaching is a methodology to help people achieve the positive change they want in their personal and professional lives – to be and do their best. With a coach, you create a partnership that has one objective -- helping you create what you want from your life and work. Together you seek possibilities, identify what works and design ways to do more of it. The relationship is always honest and sincere, with the client -- and their skills, creativity and recourses -- as the center of focus.
How does it work?
A coach creates a safe environment in which you can explore and take risks, provides support and guides your attention, helps you take action to move forward and maintains confidentiality at all times.
Who is your ideal client?
I work with people who are thoughtful and curious, high-performing, articulate and self-aware. They want to be and do their best to make a difference in the world and are open to change in their lives to get there. They are willing to engage in an adult learning process that inspires personal and professional progress.
There is a second page with even more answers to more questions that get more practical as they go along. Contact me to continue....
What do you do?
I am an executive and personal coach, specializing in helping international professionals make a difference.
What do you mean by make a difference?
You make a difference when you are effective in the present and focused on the future. You perform at your best when you are empowered by a sense of purpose that is grounded in your values and driven forward by your natural strengths. (sounds like someone we know -- see the post below).
Am I an international professional?
Anyone who chooses to live and work among new, changing and even challenging cultural and multicultural environments is an international professional – this could be with an international or non-governmental organization, a government, multinational or as an independent consultant. You know how to adapt and seek to grow and thrive in ongoing change and complexity.
What kind of change are you talking about?
Change from a new cultural environments, new professional roles or functions, new ways of thinking, behaving, managing, making decisions, leading.
What is a professional coach?
A coach that is certified by an ICF accredited training program, in my case, by the International Coach Academy, www.icoachacademy.com
What is coaching?
Coaching is a methodology to help people achieve the positive change they want in their personal and professional lives – to be and do their best. With a coach, you create a partnership that has one objective -- helping you create what you want from your life and work. Together you seek possibilities, identify what works and design ways to do more of it. The relationship is always honest and sincere, with the client -- and their skills, creativity and recourses -- as the center of focus.
How does it work?
A coach creates a safe environment in which you can explore and take risks, provides support and guides your attention, helps you take action to move forward and maintains confidentiality at all times.
Who is your ideal client?
I work with people who are thoughtful and curious, high-performing, articulate and self-aware. They want to be and do their best to make a difference in the world and are open to change in their lives to get there. They are willing to engage in an adult learning process that inspires personal and professional progress.
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