Is visualizing success successful?

CourtroomIt has long been believed that visualizing success helps us accomplish our goals. I’ve always thought that this was probably helpful and, at worst, could do no harm, but now there’s an interesting scientific explanation of how visualization works.

We create memories by connecting individual neurons throughout our brains into neural networks. The more often we fire the connections that hold a network together, the stronger it becomes and the more persistent the memory is likely to be.

When we visualize future events, our brains do exactly the same thing: they create networks of neurons that represent various parts of the plan. The more often–and the more precisely–we envision our future success, the stronger the network becomes, and the more persistent our vision of the future is likely t be.

In other words, strong, precise visions of future work just as memories do. In the brain there is no difference between a neural network representing a memory and one representing a visualization of the future (except that the latter contains the concept “tomorrow” rather than “yesterday”). A visualization is a memory of the future.

Visualizations of future success (or failure, for that matter), therefore, can be a powerful physical presence in our brains. The more we repeat our visualization, the more concrete that version of the future becomes, and the more likely we may be to think and do the things necessary to realize that future.

This is a good thing. But I wonder if there may be a downside as well.

Connections between neurons are plastic and can change easily, but an established neural network loses its plasticity. Each time we visualize, connections between neurons are wrapped with insulating myelin. This makes them more efficient. The more you repeat your visualization, the more efficient and powerful it becomes.

But here’s the thing: you can’t remove myelin after it’s applied, so once a connection is strongly established it can’t be changed. We’ve all experienced this. It’s why habits are hard to break while New Year’s resolutions are seldom kept.

Your visualization of the future can only become powerful enough to move you through repetition, repetition, repetition. And once it’s locked in, it won’t go away.

Suppose something changes?

I know someone who wanted something very badly, someone who was driven to accomplish a goal. She wanted very badly to be a lawyer. She worked all through college to get into a good law school. She barely had a life. She exhausted herself to finish at the top of her class. She got a job at a good firm.

And she hated it. It just was not anything like what she’d dreamed it would be.

Knowing where you want to go is great. Visualizing it clearly can help you get there. But memories of the future, like memories of the past, may not always be accurate. I worry that a clear vision of the future may make it harder to change directions when the world changes–or you do.

Visualization, is like most great tools: you need to be careful how you use it or you might get hurt.

Making connections

Neuron

I was reading Daniel Coyle’s interesting new book The Talent Code this week just as I was re-reading Clayton Christensen’s The Innovator’s Dilemma. The juxtaposition got me thinking.

Christensen was interested in the fact that many well-known, highly successful companies have run into serious trouble and even failed precisely when they “were widely regarded as among the best companies in the world.” His research led him to conclude that “good management was the most powerful reason they failed to stay atop their industries.”

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We were made for each other

 

Rearview MirrorI think we often think best when we think together. A new study provides additional evidence that our brains were made to interact.

Here’s the story. When you reach for a piece of fruit, certain neurons (called mirror neurons) in the premotor cortex of your brain will fire. It turns out that exactly the same neurons will fire when you watch me reach for a piece of fruit. Your arm will not extend and your fingers will not grasp, but your brain will behave just as if they did.

This is significant because it helps explain how we can understand the intentions of other people. Not only can we see what they’re doing, but we can understand what’s going on in their heads because the same thing is going on in ours. [Read more...]

I’m the decider, you’re the decider

Economics DictionaryDavid Brooks had some interesting things to say this morning about the limitations of economic theory under current conditions. He begins with a great brief overview of classical models:

The classical models presumed a certain sort of orderly human makeup. Inside each person, reason rides the passions the way a rider sits atop a horse. Sometimes people do stupid things, but generally the rider makes deliberative decisions, and the market rewards rational behavior.

Markets tend toward efficiency. People respond in pretty straightforward ways to incentives. The invisible hand forms a spontaneous, dynamic order. Economic behavior can be accurately predicted through elegant models.

I am not an economist. That has been clear since Econ 101 in 1969. But I’ve got to say that a big chunk of the classical model described so succinctly by Brooks struck me as far-fetched even in that classroom. Sure, the graphs and formulae were enticing, but when I was taught that economic actors (you and I and Secretary Paulson) were 100% rational, fully-informed, and independent it just struck me as silly.
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Watch your waistline

Turkey

When I was in high school one of my chores was to pick up the turkey for Christmas and Thanksgiving. I would drive a few miles outside of town to the Wagner farm and pick up a nice turkey, never frozen, freshly butchered and cleaned for the oven.

These were delicious turkeys and the Wagners had a nice business. They had run a family farm for at least three generations, with lots of corn, some cattle, chickens and swine. The turkey business was added as a 4-H project by one of the kids and it took off nicely. By the time we became customers they had been in business for about three years and were selling nearly 800 turkeys and making over $1500 a year, which wasn’t bad at a time when average farm income in our area was under $10,000.
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Aping your peers

Child with an ApeI ran across this quote by Douglas Adams this morning:

Human beings, who are almost unique in having the ability to learn from the experience of others, are also remarkable for their apparent disinclination to do so.

It put me in mind of some learning research in Africa not long ago.

Researchers ran some intelligence tests on groups of apes and on groups of three- and four-year-old humans. They discovered that the apes performed at least as well as the kids on most of the tests, including tests of quantitative skills. However, there was one type of test where the kids did much better than the apes.
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Don’t forget the scaffolding

Young Hockey PlayerMalcolm Gladwell’s new book Outliers hit my Kindle at about 2:00 this morning. It is an examination of what makes the very successful, well, very successful. And the conclusions strike right at the heart of one of favorite national myths: the belief that each and every one of us is uniquely and exclusively responsible for our own success.

For example, Gladwell discusses research showing that his birthday is the single thing most likely to determine whether a Canadian-born kid will make it to the elite Major Junior A hockey league (and from there to the NHL).
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Taking the order out of chaos

SplashI came across this quotation from Alfred North Whitehead in Keith McFarland’s book The Beakthrough Company.

“The art of progress is to preserve order amid change, and to preserve change amid order.”

The quotation came shortly after McFarland’s discussion of the importance of “insultants”–people who are brave enough to challenge the basics of their business. In that context, I took the inclusion of the Whitehead quote to suggest that CEOs ought to take advantage of periods of relative order and stability, when the business is running smoothly, to rethink the fundamental assumptions of their business model and strategy. That still makes since to me.

But this morning I was in a meeting with a group of CEOs and something happened that caused me to understand this concept in a fresh way.
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Fun is where you find it (so is creativity)

Keith Sawyer, author of Group Genius: The Creative Power of Collaboration, made an interesting observation in a post on his Creativity and Innovation blog recently:

organizational learning and organizational innovation are always part of the unplanned, unintended, emergent side; they can’t be commanded, and no organizational structure–no matter how clever or well-designed–can make learning and innovation happen

I spent the last week sitting in meetings: valuable meetings, important meetings, but meetings. You know the kind: sitting down all day in a room with no windows listening to presentations.

I got home and came across the Eepybird video. It got me thinking.
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On being uncertain

One Hundred PercentI write a lot about the power and importance of fresh ideas. I also write a fair amount about how to get fresh ideas and see things from new perspectives. But here’s a question: how do you know which ideas are really good? That’s another way of asking: how do I take new insights and decide what to do?

Most of us follow some rational decision-making process. At some point in this process we have a sense that we know what to do. Some people reach decisions very quickly (this is what Malcolm Gladwell’s hugely popular Blink is about); others are slower and more deliberate. But in the end most of us, at least those of us who often have to make important decisions, usually feel confident that we’re making the right choice for all the right reasons.

Robert Burton’s book On Being Certain summarizes recent findings in brain science indicating that this confidence is misplaced. In fact, Burton tells us that our feeling of certainty is completely irrational.
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