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They are where most people get insights (according to research)
BINGO! You are absolutely correct.
A,B, and C are true
C’mon, did you watch the rest of the video?.
They are all opportunities for introspective reflection, a condition for insight.
Oh but that’s only PART of the story! Sadly, not fully correct.
You’re ALMOST right, but there’s a bit more to it than that.
None of these options
They are all examples of the 4 conditions for insight
NEARLY correct. However, think of the whole story….
Insights usually happen at your desk
Try finding somewhere safe for Mr Wobletron.
There are 3 conditions for insight.
See if you can’t help Mr Wobletron cheat a fiery death in lava, by answering these quiz questions and building safer platforms.
Hint: you can also pick up Mr Wobbletron with your mouse.
Quiet refers to a quiet environment
The inferential theory claims that presque vu occurs when we cannot infer enough from the clues provided to recall the actual memory. This theory has two different explanations as to how this might be.
1.) Cue familiarity theory suggests we form relations from certain verbal cues. As a result, we’ll find it difficult to recall information when we do not recognise these cues.
2.) Accessibility heuristic suggests that we experience presque vu when we have a lot of strong information. Consequently, this brings forward context of the memory without the memory itself.
The “tip of the tongue” experience is so common, the French have a word for it - 'presque vu'. Which translated, means ‘almost seen’. This is similar to ‘deja vu’, which means ‘already seen’.
Psychologically, there are two main theories for why this occurs,
Direct Access theory, and Inferential theory.
Click either of the links above to understand more.
Direct Access Theory
Direct Access Theory
Direct access theory is where there is enough memory strength for the brain to signal a memory but not enough to recall it. This means we feel the presence of the memory itself without being able to recall it. There are three theses as to why this might happen:
1.) Blocking thesis states that the cues for the retrieval of memory are close to the actual memory but not close enough. They might be related enough to be plausible. As a consequence, it is difficult to think of the actual word or term.
2.) Incomplete activation thesis occurs when a target memory is not activated enough to be remembered. However, we can sense its presence.
3.) In transmission deficit thesis, semantic and phonological information is stored and recalled differently. Therefore, a semantic, or linguistic stimulation of memory may not sufficiently activate the phonological memory. For instance, the actual word we are looking for is causing a tip of the tongue feeling.
There are many ways to avoid thinking directly about the problem. In coaching, some of the most effective tactics are:
- Think about your thinking about the problem, not the problem itself. This allows one to engage in ‘meta-cognition’, which helps with insight.
- Think about an adjacency - rate the issue out of ten, or think about a percentage of how complete the issue is - this has you thinking of a number, not the problem itself.
Because insight is a non-conscious
process, the more that we attempt
to place conscious attention onto
an idea, thought, puzzle, or solution,
the more noise it creates.
Conscious thinking (from the pre-
frontal cortex (PFC), is very noisy.
Similarly, emotional states (from the
limbic system) are equally noisy.
Remember that our brain needs quiet
to hear the whispers of insight, and
chasing a breakthrough, acts as a
major noise generator in our heads.
The more you think about a
potential solution, the further
away it tends to get.
It is like trying to remember
someone’s name to introduce
them at a party and all of a
sudden, the name is gone,
(seeimingly) never to return.
It is only when you stop trying
to recall the name, does it
return. Often days or weeks
later, when you’re doing
something entirely unrelated.
Return to conditions for insight
Not really what we had in mind.
Quiet refers more to this kind of noise...
Review Other Conditions For Insight
When someone seems to be over-managing you, or worse, micro-managing you, if this is number one, you will difficulty hearing insight.
Being blamed for your bosses mistake
Operating in an extended period of ambiguity
This selection is unlikely to impact the frequency of your insights much at all.
This selection will not generally interfere with your ability to achieve an ‘Ah ha!’ moment, due to noise, unless other circumstances are at play.
If there isn’t clarity about what, why, and how, the situation will create noise for you until resolved. If this is #1, insights will go unheard.
The selection here indicates what is most likely to cause you to have a reduction in frequency of insights, especially in a public setting. This is the thing that is likely to create the most noise for you.
Anything that could cause you to feel your expertise, qualifications or ability are not trusted will create a lot of noise for you if this is number one.
Being left out of a team building event
If this is at the top for you, a sense of exclusion or lack of belonging will be very noisy and reduce insight. You need to make yourself feel "part of it” to dampen this noise.
The selection here will support the first selection and often go hand in hand in reducing your frequency to have insights.
A quiet mind is important,
not a quiet environment (although sometimes that helps).
When we refer to quiet, we are talking about dampening the noise and interference from internal and external threats, fear, pressure, rumination, worry and concern.
The fear of being judged or found wanting, less than, is a major concern people have in team meetings, for example.
which one of these is most likely, to least likely, to annoy you at work?
This selection may not have an obvious impact on your propensity to have insights, but will be a factor nonetheless.
Being called out publicly for doing a bad job
TIPS FOR QUIET
Having someone tell you exactly how to do your job
Test your reflective capacity (ability to look inwards)
Science tells us that on average, we have more than 6000 thoughts per day. If you don’t remember your last one specifically, that could be why.
How long does it take you to form a 1st impression of someone?
How many of these questions can you answer with a high degree of certainty? Capture your answers on a piece of scrap paper and press continue when done.
The last time you were angry, what caused it?
Science tells us that on average, we make between 30-35 thousand decisions a day.
How long does it take you to resist an impulse, generally?
Now hover over each question to see what the science says.
Science tells us that it takes roughly 0.3 seconds to engage the brain’s impulse control system
Science tells us that it takes roughly 100 miliseconds (0.1 seconds) to form a first impression.
How many decisions have you made so far today?
Science tells us that there are 27 human emotions, and 90% of the time we’re experiencing at least one of them.
Science tells us that anger is a secondary emotion - it is triggered by pain or fear or sadness. If your answer was “what somebody did” then chances are you’re not giving credit for your own interpretation of that behavior and how that triggered the anger.
How many feelings have you had so far today?
What was the last thought you had before reading this?
Insight requires us to be slightly positive, and at the very least, a little calm.
If you found it difficult to navigate
that last game, there’s a very good
In a threat state, our ability to think
clearly and act calmly deteriorates.
Even when we’re not directly under threat, such as when we’re trying to save a fictional character from a pool of fake lava...
MORE TIPS FOR QUIET MIND
Learn to focus your attention deeply
Worry about the current dominant task, don’t engage in ‘branching off’
Learn mindfulness techniques
TIPS FOR QUIET MIND
Brainstorm only with groups you trust and connect with
Look for ways to do deep thinking asynchronously
Give topics in advance for people to pre-think
Manage negative, inner narrative