expanded awareness & better performance

8/13/2019 Expanded Awareness & Better Performance

1/43

World-class PerformanceThrough Expanded Awareness

Harald S. Harung, Ph.D.

Maharishi University of Management,USA and Oslo and Akershus

University College of Applied Sciences, Norway

2/19/2014 1


2/43

Overview

Unified Theory of Performance:

1. Higher mind-brain development is the basis of

higher performance in any profession andfield of activity

2. It is easy to achieve mind-brain developmentin practice

2/19/2014 2


3/43

Four dimensions of

Unified Theory of Performance1. Brain integration

2. Psychological development

3. Frequency of peak experiences

4. Average mind-brain development of collectiveconsciousness where the person operates

2/19/2014 3


4/43

PERFORMANCE

PSYCHOLOGIAL DEVELOPMENT

BRAININTEGRATION

PEAK EXPERIENCES

THE COLLECTIVE CONSCIOUSNESS IN WHICH THE PERFORMER OPERATES

THE PERFORMER S MIND-BRAIN DEVELOPMENT

2/19/2014 4

Four dimensions ofUnified Theory of Performance


5/43

Performance Capacity

Mind-brain development

Unified Theory of Performance

2/19/2014 5


6/43

Our Research onWorld-class Performers

Four studies comparing world-class performersto average performers:

Top-level managers World-class athletes Professional classical musicians

World-class professionalsManagement, administration, sports, education etc.

2/19/2014 6


7/43

The Performeasure Assessment

Assesses a person

s performance capacity:

1. Brain Integration Scale Holistic measure of the level of coherence, restful

alertness, and efficiency of brain functioning

2. Moral reasoning Part of psychological development

3. Peak Experience survey

The Performeasure Assessment is a registered Trademark of BrainIntegration Systems LLC, Fairfield, Iowa, USA.

2/19/2014 7


8/43

1. Brain Integration Scale

2/19/2014 8

Frontal Coherence

Cortical PreparatoryResponse

Alpha/GammaRatio

CorticalPreparatory

Response


9/43

2. Moral Reasoning

1. Larger context for making sound decisions

2. Considering the impact of actions on others,society, and environment, rather thanmerely on one

s own individual needs

2/19/2014 9


10/43

Psychological Development I

From follower to leader From resistance to innovation

From dependence to greater autonomy From control to collaboration From win-lose to win-win interpersonal

strategies

2/19/2014 10


11/43

Psychological Development II

From mistrust to trust From narrow craft perspective to more holistic

comprehension From short-term to long-term perspective From reactive to proactive and preventive

2/19/2014 11


12/43

Psychological Development III

From extrinsic motivation (winning, money,power, and fame)

To intrinsic motivation (competing against self,searching for meaning, happiness)

World-class performance in narrow domain,

e.g., running 800m or playing an instrument

2/19/2014 12


13/43

Mature Psychology in Peak Performers

Strong mind Focus on positive Reliable intuition Taking responsibility for own life Facing reality

2/19/2014 13


14/43

3. Peak Experiences

Most happy and fulfilling moments in life

Often associated with optimal performance

2/19/2014 14


15/43

Peak Experiences are Common

We tested close to 200 people 84% reported at least one peak

experience Abraham Maslow found that almost

everyone has such experiences

2/19/2014 15


16/43

Strong Mind and Success

The basis of my success is not physicalcapabilities that I am born with compared toothers I don

t have a bigger heart, or bigger

lungs, or more enduring muscles. In contrast, the basis of my success is the way of thinking so that one always manages to do the rightthings in the right way at the right time.

Thomas Alsgaard, Norway, 11 gold medals in Olympic Gamesand World Championships in cross-country skiing

2/19/2014 16


17/43

Thinking During Peak Experiences

A feeling that thoughts float, find their ownways, and I let them float. I have experiencedthat in such situations formerly unthought-of

solutions or alternatives pop up . Also warninglamps have popped up in such situations,warnings that later have proven to be verycorrect.

Norwegian Top-level Manager

2/19/2014 17


18/43

Peak Experience in Business

It seems to me that I often have luck inbusiness, when buying a property orsomething. It often turns out that those

business [ideas] that did not come throughwould not have been so smart, even though Iwould have done it, if not something outsidemy control had come in the way.

Top-level Manager

2/19/2014 18


19/43

Peak Experiences in Sports I

I always am where the ball falls down. Theright place at the right time.

It is a game. Sport is play. The day itbecomes serious, then you are done. This iswhat differentiates the very best from thenext best.

World -class athletes

2/19/2014 19


20/43

Peak Experiences in Sports II

When I have this extreme alertness, the bodyreacts automatically everything goes by itself.It goes by intuition.

World -class athlete

2/19/2014 20


21/43

Peak Experiences in Music

...as if my inner expands to include the activityof the whole orchestra and even the audience.

Professional musician

2/19/2014 21


22/43

Sense of Invincibility

I feel invincible when this community mood isthere.

World -class team player (handball)

When everything is at the very highest level,then I feel invincible. The up hills are not long

enough nor steep enough; extremely goodsensation

World -class cross-country skier

2/19/2014 22


23/43

Action During Peak Experiences I

Bliss and inner fulfillment

Sense of invincibility Spontaneous right action Perfection Inner calmness

2/19/2014 23


24/43

Action During Peak Experiences II

Undivided focus the tunnel Greatly expanded awareness - wholeness No inner and outer resistance or obstacles Effortlessness

2/19/2014 24


25/43

Action During Peak Experiences III

No wear and tear on mind and body

Generalized world-class performance: Continuous Wide range of activities

2/19/2014 25


26/43

0

1

2

3

4

5

6

Athletes Managers Musicians

The Performeasure SM Assessment forAthletes, Managers, and Musicians

World-class

Controls

2/19/2014 26


27/43

Composite Index Preferable

A composite index increases likelihood ofbetter prediction

For increased validity, the index also includesan objective measure: brain integration

2/19/2014 27


28/43

Other Factors ExplainingPerformance at Work? I

Education and training Important task knowledge

Number of years of education explains only 1% ofperformance level Age

No correlation with performance Work experience

Explains only 3% of performance

2/19/2014 28


29/43

Other Factors ExplainingPerformance at Work? II

Practice Needed to master specific skills Many don

t improve with practice We learn faster and more with higher

development Inborn traits: Talent, family, and socioeconomic

background Talent provides a good start, but its importance is

overrated

2/19/2014 29


30/43

Other Factors ExplainingPerformance at Work? III

Physical exercise Creates well-being and good health and may

also lead to some mind-brain development Affirmation and positive thinking

Works only for those who already have highergrowth

2/19/2014 30


31/43

What ExplainsPerformance at Work? IV

General intelligence plus integrity Explains 42% of performance

Part of psychological development Included in our unified theory of

performance Mind- brain development usually freezes in

early twenties

2/19/2014 31


32/43

Unified Theory ofPerformance Supported

Therefore, factors other than mind-braindevelopment do not explain substantial

increases in performance level Fortunately, everyone has potential for

extensive mind-brain development

2/19/2014 32


33/43

Unified Theory of Leadership

Applying the Unified Theory of Performanceto leadership:

Higher mind-brain developmentis the basis of successful leadership in anyorganization

2/19/2014 33


34/43

Effective Leadership inMature Psychology

Collaboration Trust Long-term perspective Holistic comprehension Problem prevention Win-Win solutions

2/19/2014 34


35/43

Invincible Leadership DuringLasting Peak Experiences

Spontaneous right action No obstacles Bliss Sense of invincibility Excellence in leadership

2/19/2014 35


36/43

Triggering Peak Experiences

Frequent peak experiences significantly improvemind-brain development, performance & health

Peak experiences are spontaneous

Even world-class performers with many peak

experiences do not know how to bring them forth

2/19/2014 36


37/43


38/43

2/19/2014 38Travis et al, 2009

Brain Integration Scale (3 months TM)

0

0.5

1

1.5

2

2.5

3

3.5

Pretest Post Test

B r a i n I n t e g r a t i o n

TM Dela ed Start

p < .001

American University College Students(random assignment to groups)

Brain Integration during tasks (3-mon TM)


39/43


40/43


41/43

2/19/2014 41


42/43

American Heart Association

Randomized controlled trial over 5 years

Collaboration with the American HeartAssociation

Those who practiced TM regularly were 66% lesslikely to have a heart attack, stroke, or die fromall causes

2/19/2014 42


43/43

expanded awareness & better performance

Documents