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Mental Evolution I (“Realization”)

Nov 26, ’10 7:24 AM

[This is part one of multi-part series related to my experiences in searching for a new career opportunity.]

I read an article on CNN today which really hit home with me.  The article was about the rescue of two boys who were lost at sea for nearly two months – having recently been found by a tuna ship off the coast of Fiji.  The story is nothing short of a miracle.  While the concept of faith is perhaps an underlying factor in their survival, the final sentence of the article is a very powerful one:

“They’ve got a lot of gusto, a lot of strong mental spirit,” Fredricsen told the Morning Herald. “Physically they are very [distraught] but mentally they are very strong.”

When I attempted the summit of Mt.Rainier in 2007, the main reason I was unable to accomplish this goal had everything to do with a lack of mental toughness and very little to do with physical capability.  This was very surprising to me.  The fact that these boys’ survival was based primarily on their mental strength says a lot – not only about them but about me as well.

I am physically very strong.  Mentally, however, I think there is opportunity for improvement.  Of course, the degree of “weakness” depends upon a number of factors – and there are certain circumstances where I can be quite resilient when many others cannot.  In any event, this ability to adapt can be strengthened – and this identification is the first step towards a stronger “mental infrastructure.”

Using my personality type (INFP) as the basis for this journey is key.  Without going into elaborate detail about the aspects of this personality type, I was able to locate ten INFP-specific “rules” to achieve greater success and become mentally stronger.

In scanning this list, and looking back over the past year, it’s safe to say that my ability to “follow” these rules has varied depending upon the situation.  Fortunately, given the degree of personal introspection I’ve invested over the past two years (e.g. this blog), nearly all of these rules are ones that I employ on a daily basis.  But, there are two major exceptions:

  1. Express Your Feelings. Don’t let unexpressed emotions build up inside of you. If you have strong feelings, sort them out and express them, don’t let them build up inside you to the point where they become unmanageable!
  2. Assume the Best. Don’t distress yourself by assuming the worst. Remember that a positive attitude often creates positive situations.

The first one has been the most difficult for me – primarily because I tend to internalize everything I’m feeling before expressing those feelings.  In certain circumstances, this can be a positive but in many cases it causes me significant stress – particularly if those same feelings remain “hidden.”

The second is another area for improvement.  While my ability and desire to help others can be seen as having an optimistic outlook, I’ve found that this level of optimism is in contrast to what I sometimes feel in my personal and professional lives.  I need to take steps to employ a similar perspective independent of the situation.

While this CNN article prompted me to share these thoughts, they have been there for some time.  Given my experiences over the past several weeks, I’ve felt this lack of mental toughness to be something that I really need to pay close attention to.  When you strive for success on a daily basis, any and all barriers need to be managed accordingly – and increasing my mental strength is my primary barrier right now.

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Altitude Sickness.

Dec 3, ’09 3:15 AM

In November of 2006, I decided to climb Mt.Rainier.

Given that I have never climbed a mountain, my first and only concern was ensuring that I was physically strong enough to reach the summit.  Thus, over the subsequent six months I practiced climbing stairs in local arenas, walked for miles in the darkness of winter, and eventually walked thirteen miles with a loaded backpack with forty pounds of weight.  In May of 2007, feeling confident in my physical ability, I packed my gear and headed to Seattle, Washington where I was to meet up with other climbers at the Alpine Ascents office.

I arrived fairly early to the planning session, and given the few climbers who were already there, the relative “intimacy” of the environment helped boost my confidence and comfort level.  Interestingly enough, this level of comfort remained fairly static until three new team members arrived fairly late in the session.  In retrospect, the combination of their collective personality along with the seeming “collapse” of the team dynamic led to a rather abrupt decline in self-confidence.

During the van ride to the mountain, I also noticed that I was becoming somewhat withdrawn from the group.  Being consciously aware of this, I took steps to “return” to my original self and was able to gradually interact with other team members without any problems.  However, it was at the first camp (Camp Muir – elevation 10,188 feet) where things started to become much more challenging for me.  Granted, the physical undertaking to climb ten-thousand feet was both physically and mentally draining, but the real struggle involved not my legs or body, but my mind.  Even though I was with approximately ten other climbers, I felt extremely isolated and alone.

It was only after the climb where I reflected why my primary barrier to reaching the summit on Rainier was not physical, but mental.

A person’s mental state is influenced by a wide range of factors – energy level, family history, personal experiences, etc. – but at it’s core is one’s personality.  Everyone knows fundamentally who they are, but exploring the underlying facets through a formal personality test can further expand one’s awareness of their modes of operation and what they can do to bridge connections with others.  A common and fairly reliable test is known as Myers Briggs, or as it is more commonly known – the Myers Briggs Type Indicator (MBTI).

When I first took the MBTI back in 2000, I was amazed with the results – the correlation to my true personality was striking.  At the time, the test told me that I was of personality type “ISTJ“, which can be explained via the following descriptions:

  • Ways of Gaining Energy: Introversion – You focus on your inner world and get energy through reflecting on information, ideas and concepts.
  • Ways of Taking in Information: Sensing – You notice and trust facts, details and present realities.
  • Ways of Making Decisions: Thinking – You make decisions using logical, objective analysis.
  • Ways of Living in the World: Judging – You prefer to be organized and orderly and to make decisions quickly.

Over the Thanksgiving holiday, I decided to take the MBTI a second time.  This time my results were actually much different – I was now of personality type “INFP” (Introversion, Intuition, Feeling, Perceiving).  Interestingly enough, this change in type felt right.

While there is a free test available online, the benefit of taking the official test is that you are provided with an eighteen-page report that provides in-depth analysis of the key facets of your personality as well as tangible suggestions on how to improve your communication style, ability to manage change and conflict, and ability to make decisions.

Not surprisingly, the introversion element of my personality was a key determinant in my discomfort on Rainier.  Fortunately, I can interact with strangers without any difficulty and engage them in decent conversation, but if I don’t have the ability to (eventually) form any true connections with the people I am with, I am going to start to withdraw.  The fact that I was unable to step away from the group on Rainier to replenish my sense of “self” made it all that much more challenging.

I used to think that my inability to rapidly “connect” with strangers was a deficiency that needed to be overcome.  After much self-reflection and research, I no longer believe this.  To be sure, if I felt this was a genuine barrier that needed to be overcome, then I would take immediate steps to expand my personality “container” to better adapt in these types of situations.  However, it’s important to recognize that all personalities are created equal and trying to “fix” a personality trait because it doesn’t “fit” isn’t necessarily the right thing to do.  A personality isn’t something that needs to be “fixed”.

What is the lesson here?  When faced with new challenges, having inventory of your values, strengths and weaknesses are useful tools, but the true foundation of understanding is a keen awareness of your own personality.  If you take steps to explore your personality through formal or freely available personality tests, explore related literature about your personality type, and integrate the suggestions and information into your mode of operation, you will find that your sense of self will be that much greater and you’ll have an enhanced ability to deal with conflict, make important decisions, and communicate with others who have personality types different from your own.

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The Mental Prison.

May 14, ’09 10:27 PM

One of the interesting aspects of my personality is that my mind is able to think of different aspects to a given situation or problem with the intent to find the best “solution” or path.  If I am not aware of an immediate solution, I will naturally gravitate towards material to find alternative solutions and additional “dimensions” to that particular challenge.

While this technique works well in the professional arena, it can introduce numerous challenges in an interpersonal one.  Thinking about a particular challenge or problem in this way can turn one’s life into a “mental prison” from which she/he may find it impossible to escape.

A natural response to this dilemma is “How can one escape?”  Ironically enough, I think finding the answer should first start with an understanding of the problem.  That would naturally lead us to understanding the concepts of overthinking or overanalyzing.  I actually think we should start with the basic concept of thought.

You may be familiar with the phrase “I think, therefore I am” by René Descartes.  This phrase basically says that if you have any doubt that you exist, the simple fact that you are doubting this possibility means that you do indeed exist because there is an “I” who is doing the thinking.

So, at the “root” of all thought is yourself.  Your thoughts then start branching out from that single node.  One thought leads into another and then another, with interconnections building between the various nodes.  This, of course, is natural and is how normal learning occurs; you start with a fundamental concept and then you connect it with others to increase your skills.

If you think about a given topic long enough, a direct connection from the root node (“I”) will start to develop directly to that thought.  The more you think about “it”, the stronger that connection becomes and eventually that thought becomes associated with “you”.  The question then becomes “Are these connections referencing positive thoughts or negative ones?”  That determination is a quick way to identify who you are at that point in time.

Time is also a key element in this equation.  How long you think about a particular subject directly reinforces the linkage between “you” and that thought – the greater the duration and/or frequency, the stronger the linkage.

The depth of the thought is another key component.  “Depth” in this context refers to the degree of “links” from the base thought to the “target”.  The greater the depth, the greater the reinforcement.  Again, this measure of “thought depth” can be positive or negative.

For example, let’s say that you receive critical feedback at work for something that you thought would be accepted as “positive”.  The fact that these events are normally direct opposites (i.e. doing the right thing does not always lead to a positive outcome) can result in some degree of additional thought (due to dissonance).  The degree of the thought can vary depending upon the person and the situation at hand.  One path could result in a very shallow depth of thought:

1: Myself > 2: Feedback received > 3: Initial dissonance > 4: Reflection > 5: Accept disconnect > 6: Advance normally.

Another path with a greater depth of thought could result in significantly more “reflection”, a resistance to the original dissonance, and a “web” of thoughts that ultimately center back on the root thought node (“I”).  It’s not surprising that thoughts with greater depth of thought can ultimately “entangle” the person having these thoughts.

These concepts ultimately represent what I call the “mental prison”.  When the thoughts are associated positive elements, the prison becomes a place of enjoyment – when the thoughts are negative, it’s desirable to find an immediate exit.

Having a basic understanding of the mechanics behind overthinking or overanalyzing is the first step to cease doing so.  Gain an understanding of what you are thinking about, and identify whether the topics are positive or negative.  Start introducing positive thoughts immediately.  If the amount of time you’ve spent thinking about a given topic is significant, “start the clock” on a different thought stream and begin reinforcing that pathway.  If the thought pathway is “deep”, become conscious of the pathway and “self-correct” back to the root thought – yourself.  Reinforce the positive to combat and eliminate the negative.

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PsG3 Regen: “Advancement Subsystems”

Feb 1, ’09 1:03 PM

By defining PLANESCAPE as a “system”, it seems natural to think of it’s underlying components as “subsystems”.

Subsystems are a way to “logically encapsulate” core themes essential for growth.  By aligning subsystems with my core value system, I think the Planescape “superstructure” can remain somewhat constant while still allowing for change / growth.

Regen introduces the following four (advancement) subsystems:

1. Mental
2. Creation
3. Bionic
4. Core

The “mental” subsystem exists to further accelerate development and expansion of the mind.  This aligns with my fifth and sixth values – “Learning” and “Challenge”.  The concept of brain plasticity is one of the main drivers behind this subsystem

The “creation” subsystem complements the mental subsystem in that it focuses exclusively on the creative (right) side of the brain.  This aligns with my eighth value “Creativity”.  While this encapsulates all of my traditional creative pursuits – industrial design, illustration, photography, etc. – it is actually much more than this.  It’s ultimately about idea generation.

The “bionic” subsystem focuses on improving the physical component (i.e. my physical self).  Bionic aligns with my third value – “Health and Wellness”.  Bionic is a new mindset and strategy that will take me into the next dimension of physical performance.

The “core” subsystem serves as the “foundation” to the other subsystems – it’s the engine that runs everything else.  Because of this, it ultimately aligns with the entire core value set.  All aspects of interpersonal relationships – building and strengthening – are at the heart of this subsystem.

The introduction of the “subsystem” will ultimately streamline planning efforts and will enable me to focus on the underlying activities.  This will, in turn, allow for more rapid growth and development in all areas.

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Discovering Situational Awareness.

Dec 17, ’08 10:34 PM

This post discusses a topic well known in the aviation field known as “situational awareness” (SA).  I first learned about this topic several years ago when I was learning how to fly.  The book I read is part of the larger “Controlling Pilot Error” series and is, not surprisingly, called Situational Awareness.

The summary of this text is as follows: (excerpt from Amazon.com)

Do you pilot with constantly acute mental accuracy and analysis? This book helps you to: overcome the passive pilot syndrome involved in many aviation accidents; learn to “prepare to be aware”; sharpen perception of your surroundings; build a second sense for detecting loss of SA; recover quickly from temporary disorientation; and learn about cockpit avionics that warn of SA losses.

When I read this book, I found this concept interesting because I (naively) believed I would be better prepared to deal with this problem once I got in the air.  In the subsequent flight lesson I quickly learned how one can lose situational awareness and just how difficult it is to retrieve it.

In contrast to other flights, the day when I lost situational awareness came when there was an increased amount of traffic and I had not flown for 2-3 weeks.  The combination of these two variables resulted in my loss of situational awareness.

When things become disorienting, whether it involves poor weather, increased radio chatter, or heavy traffic, pilots of all experience levels (not all) have a tendency to redirect their attention to the airplane’s controls and gauges vs. focusing their attention outside the cabin.  Much to my surprise, I (not to mention my instructor!) found myself doing just that – it was almost like my eyes were somehow drawn to the interior of the cabin trying to make sense of what was going on.  Needless to say, this can be very dangerous and has been a factor in many fatal accidents.

In many flight manuals and texts, the recurring message is: “Fly the Plane!”.  The gauges and radios are there to supplement your experience, but they are not there to keep the plane in the air – that’s your primary responsibility.

While this concept sounds simple enough – it can be very challenging.  To learn how to manage complexity and to mentally “remove” yourself from extraneous “distractions” takes practice and understanding.

In my next post, I’ll share some of the recommendations from the text that help one understand, maintain and re-gain situational awareness.  While this has applicability to flight, it also has applicability in normal life – including the workplace.

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