Meditation promotes well-being by reducing stress, depression, anxiety, blood pressure, addiction, by boosts immune system and by improving our memory.
Forty years ago,Matthieu Ricard, a French genetic scientist left an intellectual life, moved to India and took up a study of Buddhism. He is now a western scholar of religion and he was recently claimed by brain research scientists to be the happiest man on the planet.
His daily routine of meditation made possible amazing brain scans that demonstrate that if he is meditating on compassion, Ricard’s brain produces a level of gamma waves never before reported within neuroscience literature. While his is the pinnacle of measures, you to may change your brain. You have the capacity to heal including all of your emotional confusions. If you set out to accomplish this, you can gradually increase your awareness and your inner peace by…
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The Three Things You Can Control
SCOTT EBLIN | JUNE 27, 2014 10:00 AM ET
A good friend of mine, who I’ll refer to here as Rick, is a lieutenant colonel in the Air Force. He’s approaching the end of a 20-year career and just got married a few months ago to a wonderful woman. A couple of weeks ago, much to his surprise, he found out that he’s going to be deployed for six months to a base on the opposite coast and possibly to the Middle East.
That’s not what he expected when he got married and signed a lease on a really cool town house. He is not, however, freaking out about it. He’s not super excited about the deployment but is totally taking it in stride. He understands that a deployment at this stage in his career is not something he can control. And, as he learned from an interview with Pat Summitt, the head coach emeritus of the Tennessee women’s basketball program who was diagnosed with Alzheimer’s a few years ago, there are only three things in life you can control.
How hard you work
How you take care of yourself
So, Rick is focusing on what he can control. He’s already identified the upsides of the deployment, is laying the personal and professional groundwork for the next six months and is sticking with the routines that keep him physically, mentally and emotionally healthy. He’d rather not be deployed at this point in his life but he and his wife are focusing on making the best of it by focusing on what they can control.
What’s your take? What are you doing to make the best of what you can control?
The Surprising Secret of Happier, More Productive Organizations: Conflict
YVES MORIEUX AND PETER TOLLMAN | JUNE 27, 2014 12:35 PM ET
Managers want organizations to run smoothly. They like to create harmony and stamp out conflict. But sometimes that can be a mistake. Conflict can be a sign that people are cooperating—that is, doing the hard work that makes a company better, more agile and more competitive. So, managers may want to let conflict happen or even intensify it.
Some actual cases in point:
At a cell phone network where several engineering teams were failing to work together on a project, the company put them together—and put the most disliked group in charge—so that they could argue about complex, overlapping deadlines and requirements for a project. This forced all the teams to think about each other’s conditions and adjust to each other. The project smoothed out, and delivery time improved.
A major vehicle maker’s products were famously hard to repair—for example, the wiring was arranged in a way that the engine had to be removed to replace the headlights. Costs skyrocketed. The remedy: The company forced the engineers to work in the service department where they had to confront angry technicians and angry customers, and understand the consequences of their engineering decisions.
Why cooperation matters
Cooperation matters because it is a necessary condition for effective teamwork and it matters more as the business environment becomes more complex. There are ever-increasing competitive pressures, regulatory requirements, and customers and other stakeholders with increasing numbers of demands. Too often, organizations respond to this complexity by getting complicated rather than by creating the conditions for cooperation. They add management layers, dedicated functions, processes and “best practices”—all in an attempt to control their people but which have the effect of deterring cooperation and making the organization clumsy and slow to respond.
What’s needed is more autonomy and cooperation—qualities that make companies more agile, flexible, responsive and competitive by harnessing the energy and intelligence of their people. Autonomy and cooperation can be complementary. Individual autonomy harnesses people’s flexibility and agility; cooperation brings synergy so that everyone’s efforts are multiplied. But cooperation, while easy to talk about, is hard to accomplish.