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tDCS: Brain-Zapping for Creativity and Focus

Fun Stuff Brought To Us By Mad Scientists

A recent study found that participants were performing better than usual in a creative task when they received electric stimulation of the brain.
The method is called transcranial direct current stimulation (tDCS), and this particular treatment was set up to increase activity in the right hemisphere, while diminishing activity
in a part of the left hemisphere involved with sensory input, memory, and language.

If you’re intrigued – or alarmed – by the idea of sending electric current through your brain, I recommend this Radiolab episode:

It does a great job explaining how tDCS works, including interviews with participants, researchers, and other neuroscientists who might have a more skeptical view of this method.

by Ursina Teuscher (PhD), at Teuscher Decision Coaching, Portland OR



Book Recommendation: Your Brain at Work

David Rock. (2009). Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long.

This book gives very useful insights into how our brain works, and what we can do to make it work better. So far, it has been one of the most influential books for my own work in helping people be more productive in healthy and sustainable ways.

David Rock does a wonderful job bringing together a vast amount of research on cognitive neuroscience, and in helping us understand why our brains work better in some situations than others. Recognizing the limitations of our brain, he suggests very practical steps we can take to optimize our work days and maximize our brain’s potential.

He presents his advice through a series of anecdotes and stories of the “meet Emily and Paul” type. I am not the biggest fan of that style of story-telling in a popular science book: I prefer to read fiction in entirely separate–actual fiction–books, but that is entirely a matter of personal taste. For those who are like me: the stories are easily skippable and do not detract from the very well-researched content.

by Ursina Teuscher (PhD), at Teuscher Decision Coaching, Portland OR

 



Decision Fatigue: Time for a Break Now?

It turns out that making decisions is tiring and wears us out, more so than other (similarly difficult) mental tasks. At this point, a large body of research shows that whenever we make many choices in a row, the quality of our decisions gets worse over time.

 Examples: one study looked at more than a thousand parole decisions made by experienced judges at an Israeli prison. At the beginning of the day, the judges were likely to give a favorable ruling about 65 percent of the time. As the morning wore on, the likelihood of a criminal getting a favorable ruling steadily dropped to zero. After the lunch break, however, the likelihood of a favorable ruling would immediately jump back up to 65 percent. And then, as the hours moved on, the percentage of favorable rulings would fall back down to zero by the end of the day. Regardless of the crime, a prisoner was much more likely to get a favorable response if their parole hearing was scheduled either early in the morning or immediately after a food break, than if it was scheduled near the end of a long session. In other words, the outcome of a decision was highly influenced by how many decisions the judges had already made previously.
Experimental studies have also shown that people are less able to exert self-control after making a series of choices. In one experiment people made choices among consumer goods or college course options, whereas others thought about the same options without making choices. Making choices led to many different forms of reduced self-control afterwards: less physical stamina, reduced persistence in the face of failure, more procrastination, and poorer performance on math problems. It is noteworthy that making actual decisions seemed to wear people out a lot more than just thinking about options. 

Decisions that are especially taxing are those that involve self-control. For example, when people fended off the temptation to eat M&M’s or freshly baked chocolate-chip cookies, they were then less able to resist other temptations later on.
Nourishment and Recovery
Self-control tasks and decisions also require more glucose in the brain than other mental tasks. Low or hypoglycemic levels of glucose lead to impaired decision making, poor planning, and inflexible thinking. In contrast, simple psychomotor abilities, such as responding quickly to certain cues, seem relatively unaffected by glucose levels.

Rest and Sleep

This pattern is in line with other things we know about impulsive behavior and typical self-control problems. For example, research on addiction and criminal behavior suggests that self-control failure is most likely during times of the day when glucose is used least effectively, and when people are tired. We also know, for example, that alcohol reduces glucose throughout the brain and body and likewise impairs many forms of self-control.

 What is it about decision-making and self-control in particular that makes them so susceptible to glucose? 
Prefrontal CortexThe answer to this question is still somewhat controversial. One reason is probably that since self-control processes are so costly, requiring larger amounts of glucose than other tasks, they’re also be the first to be impaired when glucose drops. Another reason could be that when glucose drops, the brain functions that are most central to survival (e.g., breathing, physical coordination) have first dibs on available glucose, not leaving enough for more advanced mental operations.Both of these ideas are consistent with the general rule that abilities that developed last are the first to become impaired when resources are limited. Self-control, planning and decision-making are all processes that involve the frontal areas of the brain – the pre-frontal cortex, to be specific. This area is the most recently developed part of our brain in evolutionary history, and it is also the part that takes longest to mature fully in human adolescents and young adults. 

What does this mean for us?

While metabolically healthy adults can fast without their blood glucose levels being affected, they still need rest to recover from decision fatigue. Sleep and rest replenish the ability to exert self-control.

The finding that that our psychomotor abilities are not as easily impaired as our abilities for judgment and decision-making suggests that we may often not realize our impairment, because the very capacity (judgment!) that we would need to recognize it is the first one to be impaired. This means planning is essential!

  • Get enough breaks, rest and sleep
  • Avoid making important decisions when tired
  • Plan ahead to get into healthy routines

by Ursina Teuscher at Teuscher Counseling, LLC

References:
Baumeister, R. F. (2002). Ego Depletion and Self-Control Failure: An Energy Model of the Self’s Executive Function. Self and Identity, 1(2), 129– 136.
Boksem, M. A. S., Meijman, T. F., & Lorist, M. M. (2005). Effects of mental fatigue on attention: An ERP study. Cognitive Brain Research, 25(1), 107– 116.
Danziger, S., Levav, J., & Avnaim-Pesso, L. (2011). Extraneous factors in judicial decisions. Proceedings of the National Academy of Sciences, 108(17), 6889–6892.
De Jonge, J., Spoor, E., Sonnentag, S., Dormann, C., & van den Tooren, M. (2012). “Take a break?!” Off-job recovery, job demands, and job resources as predictors of health, active learning, and creativity. European Journal of Work and Organizational Psychology, 21(3), 321–348.
Gailliot, M. T., Baumeister, R. F., Nathan, C., Maner, J. K., Ashby, E., Tice, D. M., Brewer, L. E., & Schmeichel, B. J. (2007). Self-control relies on glucose as a limited energy source: Willpower is more than a metaphor. Journal of Personality and Social Psychology, 92(2), 325–336.
Gailliot, M. T., & Baumeister, R. F. (2007). The Physiology of Willpower: Linking Blood Glucose to Self-Control. Personality and Social Psychology Review, 11(4), 303–327.
Hagger, M. S.; Wood, C.; Stiff, C.; Chatzisarantis, N. L. D. (2010). Ego Depletion and the Strength Model of Self-Control: A Meta-Analysis. Psychological Bulletin, 136 (4), 495–525.
Henning, R. A., Jacques, P., Kissel, G. V., Sullivan, A. B., & Alteras-Webb, S. M. (1997). Frequent short rest breaks from computer work: effects on productivity and well-being at two field sites. Ergonomics, 40(1), 78–91.
Jansen, N. W. H., Kant, Ij., & Brandt, P. A. van den. (2002). Need for recovery in the working population: Description and associations with fatigue and psychological distress. International Journal of Behavioral Medicine, 9(4), 322–340.
Landrigan, C. P., Rothschild, J. M., Cronin, J. W., Kaushal, R., Burdick, E., Katz, J. T., … Czeisler, C. A. (2004). Effect of Reducing Interns’ Work Hours on Serious Medical Errors in Intensive Care Units. New England Journal of Medicine, 351 (18), 1838–1848.
Lieberman, H. R. (2003). Nutrition, brain function and cognitive performance. Appetite, 40 (3), 245–254.
Lim, J., Wu, W., Wang, J., Detre, J. A., Dinges, D. F., & Rao, H. (2010). Imaging brain fatigue from sustained mental workload: An ASL perfusion study of the time-on-task effect. NeuroImage, 49 (4), 3426–3435.
Vohs, K. D., Baumeister, R. F., Schmeichel, B. J., Twenge, J. M., Nelson, N. M., & Tice, D. M. (2008). Making choices impairs subsequent self-control: A limited-resource account of decision making, self-regulation, and active initiative. Journal of Personality and Social Psychology, 94 (5), 883–898.



Video: A Dialogue About Procrastination

A conversation about procrastination with Joseph Rhinewine, PhD, from Portland Mindfulness Therapy:

by

 

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Featured Video: Inbox Zero

Merlin Mann is advocating a lean process to deal with our flood of emails and become more productive: http://inboxzero.com/video.

The talk itself is 1/2 hour (~2:30-32:30), the rest is intro and Q&A.

The basic idea is to keep your Inbox empty and not spend time re-reading and re-considering emails without responding.

What I like about it is that you can apply the Inbox Zero principle to other tasks: get each new task out of your mind immediately by either getting it done right away, scheduling it, or deciding not to do it. In other words, get a system that helps you NOT think about any other tasks than the one you’re working on right now. This will reduce decision fatigue and help you focus.

“That Zero? It’s not how many messages are in your inbox – it’s how much of your own brain is in that inbox.”

— Merlin Mann

 



Featured Video: Where Do Good Ideas Come From?

In this RSA animation, Steven Johnson talks about his research into what kinds of situations and environments are most conducive to great ideas and creativity:

It turns out that good ideas take a lot of time. There’s not usually an “Eureka” moment, but a slow development, often requiring exchange of ideas, creative conversation, and collaboration.

That’s why coffee shops are so important! :)

But also, the increase in connectivity that came along with new technologies can be seen as a major engine of creativity and innovation.

 



Procrastination and Self-Compassion

It’s not surprising that procrastination can lead to considerable stress, exacerbated by feelings of guilt and failure. A recent study found that procrastinators were indeed less self-compassionate than others, and that those who showed least self-compassion experienced the most stress as a result of procrastination.
The author, Dr. Fuschia Sirois, suggests that this lack of self-compassion might not just be a consequence of procrastinating, but that it might set the stage for procrastination to become more chronic in nature. Namely, the self-blame could lead people to over-identify with procrastinating and to ruminate about the unattained goal, rather than to focus on a new goal.

Or, in other words, being more self-compassionate after we fail may help us get over it more quickly, move on, get a fresh start and get new things done.

Happy New Day!

Sirois, F. M. (2013). Procrastination and Stress: Exploring the Role of Self-compassion. Self and Identity, 12, doi:10.1080/15298868.2013.763404.



Seth Godin: Do You Ship?

Seth Godin makes the case that having great ideas is not difficult. “Shipping” them – actually getting them done and out – is the hard part, and the important part.

Shipping is not just hard because it takes a lot of work, but also because it’s scary. It’s our shipped stuff that will be judged, and – as opposed to our brilliant ideas – the finished product will never be perfect.

I can relate to that very well, because almost everything that I ever accomplished in my life required me to get out of my comfort zone – not only the big projects, but even the daily little shippings, like sending emails, or posting stuff to this very blog.

So how can we do it?

  1. Commit to delivering on time. For bigger projects, set your own deadlines earlier than the date you really want to be finished, and set deadlines for steps along the way.
  2. Get into a routine. Protect regular time in your schedule to work on the important stuff. I find early mornings best for not getting interrupted or distracted.
  3. Once the shipping date gets closer: embrace the fear. Being aware that shipping is scary is the first step in overcoming our excuses. Also, notice that fear and excitement can feel very similar to our bodies. Oftentimes, when we experience fear, we would have just as much reason for excitement. (“I have this opportunity to give a talk in front of 200 people! How exciting!!” “I’m ready to ship now! Wohooo!!”)

What do you want to ship? When is your deadline, and what will be your best scheduling routine? And what’s your fear, and your excitement?

 



How to Increase Innovation in Organizations

Innovation and creative thinking in organizations is not only difficult to achieve, but also potentially risky, time consuming, and expensive. Is it worth the effort? Several studies suggest that indeed, higher organizational innovation affects overall performance quite strongly and is worth pursuing.

How, then, can innovation and creative thinking be increased in an organization? One important factor seems to be a strong learning orientation within the company.

Learning orientation (as defined in this body of research) consists of the following four components:

  1. commitment to learning,
  2. shared vision,
  3. open-mindedness, and 
  4. intra-organizational knowledge sharing.

Studies have shown that learning orientation not only influences firm innovativeness directly, but that it also moderates the impacts of risk-taking, creativity, competitor benchmarking orientation, and environmental opportunities on innovativeness.

There is also a direct positive relationship between learning orientation and firm performance (as measured with market share, new product success, and overall performance).

To sum it all up, learning orientation seems to be critical for innovation and performance.

For leaders who want to foster that kind of learning culture, the four components above offer a good starting point. For example, as a “commitment to learning”, managers could encourage employees to use company time to pursue knowledge that may lie outside the immediate scope of their work.

There are many other possibilities of how each of those aspects of learning orientation could be implemented and assessed. In general, a company might want to treat “learning orientation” just like they would treat any other core strategic goal.

by Ursina Teuscher (PhD), at Teuscher Decision Coaching, Portland OR

Pesämaa, Ossi, Aviv Shoham, Joakim Wincent, and Ayalla A. Ruvio. “How a Learning Orientation Affects Drivers of Innovativeness and Performance in Service Delivery.” Journal of Engineering and Technology Management 30, no. 2 (April 2013): 169–187. doi:10.1016/j.jengtecman.2013.01.004.

Calantone, Roger J, S.Tamer Cavusgil, and Yushan Zhao. “Learning Orientation, Firm Innovation Capability, and Firm Performance.” Industrial Marketing Management 31, no. 6 (September 2002): 515–524. doi:10.1016/S0019-8501(01)00203-6.

 



Book Recommendation for the New Year

Charles Duhigg. The Power of Habit: Why We Do What We Do in Life and Business.

This book offers a very well-researched but easy to understand explanation of how we form and maintain habits. Gaining a deeper understanding of this general mechanism gives us as readers a very useful starting point to develop our own interventions in kicking old unwanted habits and forming new intentional ones. It is not the kind of book that offers a lot of specific advice, but it gives you the knowledge to develop your own best practices. I have found it a very useful framework for improving my own habits, as well as for my coaching work with clients who want to achieve specific goals in their work or personal lives.



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