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The term “inattentional blindness” entered the psychology lexicon in 1998 when psychologists Arien Mack, PhD, of the New School for Social Research, and the late Irvin Rock, PhD, of the University of California, Berkeley, published the book, “Inattentional Blindness,” describing a series of experiments on the phenomenon. In Mack and Rock's standard procedure, they presented a small cross briefly on a computer screen for each of several experimental trials and asked participants to judge which arm of the cross was longer. After several trials, an unexpected object, such as a brightly colored rectangle, appeared on the screen along with the cross.
Mack and Rock reported that participants—busy paying attention to the cross—often failed to notice the unexpected object, even when it had appeared in the center of their field of vision. When participants' attention was not diverted by the cross, they easily noticed such objects.
In 2005, a psychiatrist at King’s College in London administered IQ tests to three groups: the first did nothing but perform the IQ test, the second was distracted by e-mail and ringing phones, and the third was stoned on marijuana. Not surprisingly, the first group did better than the other two by an average of 10 points. The e-mailers, on the other hands, did worse than the stoners by an average of 6 points.
From Chapter 1 The Dynamics of Full Engagement: Energy, not time, is the fundamental currency of high performance... every one of our thoughts, emotions, and behaviors has an energy consequence, for better or worse. The ultimate measure of our lives is not how much time we spend on the planet, but rather how much energy we invest in the time we have.
Performance, health and happiness are grounded in the skillful management of energy... Leaders are the stewards of organizational energy - in companies, organizations and even in families. They inspire or demoralize others first by how effectively they manage their own energy and next by how well they mobilize, focus, invest and renew the collective energy of those they lead. The skillful management of energy, individually and organizationally, makes possible something that we call full engagement. They go on to discuss how energy has four components and how we can increase each one:
* Physical Energy (Fueling the Fire)
* Emotional Energy (Transforming Threat into Challenge)
* Mental Energy (Appropriate Focus and Realistic Optimism)
* Spiritual Energy ( He who has a "Why" to Live)
have you ever suddenly seen something you hadn’t noticed before, yet it was there all along? You just bought a new car in what you thought was an unusual colour and suddenly every fourth car on the road is the same make - and the same colour - as yours. This is your filter system (RAS) in action. When something becomes important to us, we notice more of it.
TYLER: Right. We’re consumers. We’re by-products of a lifestyle obsession. Murder, crime, poverty — these things don’t concern me. What concerns me is celebrity magazines, television with five hundred channels, some guy’s name on my underwear. Rogaine, Viagra, Olestra.