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Name of author Rick Baker, P.Eng.

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For situations you cannot control, learn how to avoid feeling anger, anxiety, fear & frustration.

by Rick Baker
On Apr 29, 2017

The Thinking Behind The Tweet

When people find themselves in situations they cannot control their reaction is, naturally, one of discomfort. For some people, the discomfort is extreme. This discomfort often leads to thoughts and actions that lead to dysfunction, stress, and a host of other negative things. 

We can learn how to do better than that.

We can teach ourselves how to do better than that.


Emotions & Feelings @ Work | Thought Tweets

No question about it, people are interested in learning how to kill good ideas

by Rick Baker
On Apr 27, 2017

A number of years ago, I posted the following thoughts about how to kill good ideas.

It is interesting to see a number of people liked the contrarian approach. Perhaps we should spend more time communicating about how to kill good ideas? Perhaps that would encourage people to come up with more-creative ways of squashing one another's innovations, inventions, and creative thoughts? Perhaps this could go a long way toward throttling that annoying habit called Curiosity?

Regardless, at least we have 4 proven ways of getting the job done!


4 ways to kill a good idea

By Rick Baker
On Oct 4, 2011

As mentioned recently, I read a really interesting book. It taught me how to kill good ideas.
Here is a sample of what I learned, 4 ways to kill good ideas:
  1. Fear Mongering…use genuine facts from the past to create a picture of a fearful future You know many people agonize over the mistakes they have made in the past. And they worry horrible events will repeat themselves…causing misery. So, when someone has a good idea and you want to kill it you can try this strategy. Just recall some extremely painful event from the past and express your concern that this terrifying situation could happen again if we accept this new idea.

  2. Death by Delay…one great way to do this is send the idea to a committee 

    Here’s a nuance you can incorporate when you use this strategy. Dig up some abstruse fact from your company’s history. Applaud the idea then introduce the abstruse fact and talk as if you are convinced the idea and the abstruse fact must be addressed by a committee of various intelligent people. Suggest a chairperson for the committee…i.e., suggest someone you know to be a curmudgeon. 
  3. Confusion…inject lots of irrelevant facts and support them with illogical arguments

    Keep a list of irrelevant facts in a file in the MemoPad area of your BlackBerry. Gather these over time, wean out the weakest ones, and replace them as you find really-choice irrelevant facts. Have at least a dozen fresh irrelevant facts ready for use. Then, whenever people come up with ideas pull out your BlackBerry while stating something like, 'What a synchronicity…I was writing some notes around that topic last week'. Then go on to cite a list of irrelevant facts…keep it up until at least one person dozes off.
  4. Ridicule…with a good-natured demeanour and calm voice, assassinate the character of the person who has the idea

    This one should come with a warning: DO NOT show anything close to a negative emotion while you do this. That could backfire on you, making you look like some sort of unreasonable person. CAUTION: this will take practice…if you are real busy then pick another strategy. To pull this one off you must be pleasant and calm. You must prepare your assassinating words well in advance and practice them in front of a mirror so they come across just right. I recognize that is barely an introduction to this 4th way to kill ideas. But, a more-detailed explanation is beyond the scope of this Thought Post.
You may be saying to yourself, surely there must be more ways to kill good ideas.
Yes, do not fret; of course there are many other wonderful ways to kill ideas.
The book I am referring to is ‘Buy-In, saving your good idea from being shot down’, John P. Kotter and Lorne A. Whitehead. According to the authors of the book I just read, the average person receives about 10,000 ideas [other people’s plans, demands, suggestions, and proposals] every week. That’s a lot of incoming ideas to deal with. Many people are overwhelmed. Most people figure out ways to kill the vast majority of those ideas. The authors provide some solutions…i.e., how to save your good ideas from being shot down. But, it’s a double-edge sword…you can also use their wisdom to hone your skills at killing good ideas.

In days of old, fear made us fit and functional. Now, with many options as close as our remote, we rarely allow that.

by Rick Baker
On Apr 25, 2017

The Thinking Behind The Tweet

Fear is the part of the human condition that provides us a fighting [or flighting] chance to survive. In tougher-times-of-old, fear-triggered physiological changes pumped blood to our arms so we could fight and to our legs so we could run. 


Rather than fight we take out our aggression on a big bowl of popcorn while watching GSP doing MMA on PPV.

And, rather than run we calm our troubled minds by watching Honey Boo Boo reruns.

Now, more often than not, fear bypasses our arm and leg muscles and finds its way to our bellies and hips.


Emotions & Feelings @ Work | Humour | Thought Tweets

If we had not learned the word "No" so well when we were young, we would spend a lot less time ruminating about our mistakes.

by Rick Baker
On Apr 24, 2017

The Thinking Behind The Tweet

When we were young a lot of people started to say "No" to us. We were made to believe it was wrong to say and do certain things....many things. The rules of "No" versus "Yes" were inconsistent, depending on who was saying them and where all of us were when they were being said. Regardless, when we were instructed "No" we received the message we were doing something wrong...i.e., making a mistake. We heard "No" so many times when we were young we still ruminate about our mistakes, sometimes even the mistakes we made when we were young. 

We should shake that off.

People. Icebergs.

by Rick Baker
On Apr 18, 2017

When we observe people, we observe the equivalent of the tip of the iceberg.

We observe people's Actions. We observe their vocal actions, their body language, and the wide variety of their other physical actions. Yes, to various degrees we have hunches - intuitions - which allow us to sense things beyond their actions. Regardless, for the most part, our perceptions of people are based on our observations of their Actions.

And, that's like looking at the tip of an iceberg.

Here's how I see it...

We observe a person's Actions. The person's Actions create in our minds perceptions of the person's Energy, Thoughts, Talents, Self-Control, Intelligence, and Emotions. And, those are the most important things people possess beyond the Actions we observe. These 7 things - Actions, Energy, Thoughts, Talents, Self-Control, Intelligence, and Emotions - are the essence of human beings. One of the facets that make up the essence - Action - is visible to other people. The other 6 facets are hidden from others and it is often difficult to understand their nature in self let alone in others.

Energy is perhaps closest to the surface. Certainly, Energy is closely tied to Actions. When we see an energetic person it registers. Sometimes, high-energy Action impresses us immensely and moves us deeply. As examples, we are impressed by energetic athletic performances and moved deeply by energetic musical performances. Sometimes, the energy is much more subtle yet of equally powerful impact. For example, we can be moved deeply by poetry. Perhaps - or, should I say likely - our perceptions of another person's energy are more reliable than our perceptions of the 6 underlying facets. In most situations, when we see little evidence of energy in others we conclude they are resting, or they are lazy, or they are ill. In certain situations, we interpret other people's lack of energy as a signal they are thinking or meditating. But, often a lack of evidence of energy is interpreted to be a negative signal. Evidence of action, particularly energetic action, can be interpreted in many ways...ranging from very bad to very good...depending on our values and our other judgement factors and how the other person's actions align with our values and judgements.

Thoughts come in many forms. Desires are thoughts, as are goals and ambitions. Feelings are thoughts tied to Emotions and desires. When feelings last for extended periods, say a day or so, they become moods. When we lose the ability to control our feelings and other thoughts within 'reasonable/normal' boundaries moods transform into mental states such as clinical depression, mania, dementia, paranoia, etc. Some thoughts are good, some are bad. The easiest way to draw the line between good and bad is to ask the question, "Does this thought help me achieve my long-term goals?" If the answer is "Yes" then the thought is a good thought. If the answer is "Maybe" or "No" then the thought is a bad thought. Habits straddle Thoughts and Actions. Habits are Thoughts [including feelings] and Actions that are repeated. And good habits are repeated thoughts or actions that take us towards our long-term goals while bad habits do not. There is a strong link between the Thoughts and Actions that form a person's good habits. Good-habit Actions are the result of repeated cerebral cortex activity...repeated so frequently they become resistant to Emotions. Habits are closely tied to Self-Control.

Talents are innate. Some [if not most & perhaps even all] are genetic in origin, gifts from our parents and their ancestors. Talents respond well to strong, supportive early-childhood influences. For example, innate musical Talents can blossom into gifted Action at a very early age when supported by masterful coaching. Gretzky and Mozart come to mind. Yet Talents can also be suppressed and buried at an early age, never to be discovered. Processes exist to help us discover our Talents. Some are simple. For example, there is a close linkage between our feelings and our Talents. When we are feeling good and are enthusiastic while performing Actions, that's a signal that Talents could be at work. Conversely, when we have negative feelings while doing tasks and processes that could be a signal the Action is outside our Talent zone. Talents do not show up as Action unless they have the opportunity to do so. Talents do not show up as strengths [task and process mastery] unless they are combined with specialized knowledge and practised skills. The amount of practice is large. That requires commitment and persistence, so Self-Control is essential to strength - mastery of Action. When we observe other people illustrating mastery of Action, we can assume they have talent, knowledge, and skill in that area. We can assume the Action mastery required Thought and Self-Control.

Self-Control is a magnificent facet. It is reasonable to assume it has some genetic roots. However, clearly, it can be influenced by environmental factors. Social psychologists have proven situations and 'role models' play a huge role in human behaviour. Philosophers and psychologists have argued both for and against power of will. Psychologists have added texture to Self-Control, differentiating between short-term 'self-control' and long-term 'grit'. Regardless, for this introductory discussion, the ability to exercise will power is the same as the ability to exercise Self-Control and if these things cannot be exercised over the long term then their value is limited. Self-Control is the ingredient that allows the other 5 hidden facets and the resulting Actions to generate success. Self-Control consumes energy as bad habits are replaced with new things and good habits. Self-Control conserves energy when good habits are firmly in place. Self-Control enables Intelligence to gain ground, slowly over time and with repetition of focused Thought, over Emotions and unfocused Thought. Self-Control funnels energy to Talents so they have the opportunity to be exposed for long periods to the practice required to master the skills of Action. 

Intelligence is the quality and amount of information we have stored in and can retrieve from our brains...as measured by others' perceptions of our Actions. Intelligence has both IQ and EQ components. When we have information in our minds and cannot retrieve it and convert it into Action that information is knowledge, not Intelligence. Human Intelligence only exists when it is perceived by other people. And, it can only be perceived when it manifests itself into physical form - and that means Action. Unfortunately, people's perceptions are influenced by a range of biases...literally, hundreds of biases. With that understood, there is little chance for one's Intelligence to be accurately understood or measured by other people. People observe our Actions. Their observations and perceptions of our Actions determine their opinion of our Intelligence. Yes - IQ tests are directionally correct within the limitations of a biased, narrow, and restrictive range. The same holds true for EQ tests. In the real world, people observe our Actions- they observe what we say and what we do - and they draw conclusions around our Intelligence [which they being biased, typically, underestimate].

Emotions are vestiges of pre-history. They are automatic chemical/electrical/physiological responses, largely outside of consciousness. They

occur quickly and are of short duration. In modern days of business, where fight or flight are generally not appropriate responses, they do us little good. Yet, Emotions live on and are deeply rooted in our subconscious minds. They are deep-rooted in the mind of the person doing the Action. And, they can influence Action. At the same time, Emotions are also deep-rooted in the mind of the person who observes the Action. So, they can also influence the perception of the observer. Emotions, somehow, support the formation and maintenance of bad habits...Emotions work against positive change. There is evidence confirming Intelligence and Self-Control can focus Energy and Thoughts to offset the awesome natural power of Emotions. This works best when Talents are in play. 

Summing up...

When we observe other people's Actions we need to remember we are observing the tip of an iceberg. And, we need to remember our perceptions are skewed by numerous biases. We need to take time to make judgements of other people's motives and abilities. We need to communicate more clearly and work to understand other people. We need to ask good questions and listen well to the answers. We need to extend more trust. We need to invest in building stronger relationships.


 First posted December 12, 2013

"Prediction is very difficult, especially if it's about the future." [a quote, far from Yogi Berra and Mark Twain]

by Rick Baker
On Apr 17, 2017

The Thinking Behind The Tweet

While those words could have come from the lips of Yogi Berra or Mark Twain, they did not.

It is a quote from the Danish Physicist, Niels Bohr (1885-1962). Bohr had a terrific personality and [it seems] sense of humour.

And, of course, he was a deep thinker. Here is another example: The opposite of a fact is falsehood, but the opposite of one profound truth may very well be another profound truth.

When tempted by worries...think of this Niels Bohr quote.


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