The more "yes" answers, the greater the likelihood you zone out rather than tune in. Mindfulness gives us a greater level of choice in focus.
Mindlessness, in the form of mind wandering, may be the single biggest waster of attention in the workplace. Focus on our experi ence in the here and now-like the task at hand, the conversation we're having, or the building of consensus in a meeting-demands that we tune down the all-about-myself murm;us of mind stuff ir relevant to what's going on right now.Mindfulness develops our capacity to observe our moment to-moment experience in an impartial, nonreactive manner. We practice letting go of thoughts about any one thing and open our focus to whatever comes to mind in the stream of awareness, with out getting lost in a torrent of thoughts about any one thing. This training generalizes, so that in those moments at work when we need to pay attention to this and drop our stream of thought about that, we can let go of the one and focus on the other.
Mindfulness training decreases activity in me-circuitry cen tering on the medial prefrontal cortex-and the less self-talk, the more we can experience in the moment. The longer people have been mindfulness practitioners, the more their brain can decouple the two kinds of self-awareness and activate circuits that foster a here-and-now presence for the task at hand free of the mind's "me" chatter.Building executive control helps especially for those of us for vy-hom every setback, hurt, or disappointment creates endless cascades of rumination. Mindfulness lets us break the stream of thoughts that might otherwise lead to wallowing m misery, by changing our relationship to thought itself. Instead of being swept away by that stream we can pause and see that these are just thoughts-and choose whether or not to act on them.
The more "yes" answers, the greater the likelihood you zone out rather than tune in. Mindfulness gives us a greater level of choice in focus.
Mindlessness, in the form of mind wandering, may be the single biggest waster of attention in the workplace. Focus on our experi ence in the here and now-like the task at hand, the conversation we're having, or the building of consensus in a meeting-demands that we tune down the all-about-myself murm;us of mind stuff ir relevant to what's going on right now.Mindfulness develops our capacity to observe our moment to-moment experience in an impartial, nonreactive manner. We practice letting go of thoughts about any one thing and open our focus to whatever comes to mind in the stream of awareness, with out getting lost in a torrent of thoughts about any one thing. This training generalizes, so that in those moments at work when we need to pay attention to this and drop our stream of thought about that, we can let go of the one and focus on the other.
Mindfulness training decreases activity in me-circuitry cen tering on the medial prefrontal cortex-and the less self-talk, the more we can experience in the moment. The longer people have been mindfulness practitioners, the more their brain can decouple the two kinds of self-awareness and activate circuits that foster a here-and-now presence for the task at hand free of the mind's "me" chatter.Building executive control helps especially for those of us for vy-hom every setback, hurt, or disappointment creates endless cascades of rumination. Mindfulness lets us break the stream of thoughts that might otherwise lead to wallowing m misery, by changing our relationship to thought itself. Instead of being swept away by that stream we can pause and see that these are just thoughts-and choose whether or not to act on them.
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The more "yes" answers, the greater the likelihood you zone out rather than tune in. Mindfulness gives us a greater level of choice in focus.
Mindlessness, in the form of mind wandering, may be the single biggest waster of attention in the workplace. Focus on our experi ence in the here and now-like the task at hand, the conversation we're having, or the building of consensus in a meeting-demands that we tune down the all-about-myself murm;us of mind stuff ir relevant to what's going on right now.Mindfulness develops our capacity to observe our moment to-moment experience in an impartial, nonreactive manner. We practice letting go of thoughts about any one thing and open our focus to whatever comes to mind in the stream of awareness, with out getting lost in a torrent of thoughts about any one thing. This training generalizes, so that in those moments at work when we need to pay attention to this and drop our stream of thought about that, we can let go of the one and focus on the other.
Mindfulness training decreases activity in me-circuitry cen tering on the medial prefrontal cortex-and the less self-talk, the more we can experience in the moment. The longer people have been mindfulness practitioners, the more their brain can decouple the two kinds of self-awareness and activate circuits that foster a here-and-now presence for the task at hand free of the mind's "me" chatter.Building executive control helps especially for those of us for vy-hom every setback, hurt, or disappointment creates endless cascades of rumination. Mindfulness lets us break the stream of thoughts that might otherwise lead to wallowing m misery, by changing our relationship to thought itself. Instead of being swept away by that stream we can pause and see that these are just thoughts-and choose whether or not to act on them.
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