Think Do Become
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There is no 'you' separate from your mind. The very idea of a 'thinker' is itself a manifestation of thought. If thoughts were absent then where are you? Any answer you give is borne from thought and so can immediately be dismissed as wrong. Descartes famously stated, "I think, therefore I am", but as has just been pointed out, this is based on the faulty premise that there is such a thing as an 'I' who thinks thoughts, when in fact it is the other way around. The author's evident obliviousness to this most crucial of points is highlighted here when she says:.
And what, pray tell, Ms Greenberg, are all of those things listed if not 'you'? Your consciousness IS it's own attributes! How could it be anything else? It is very clear you don't understand this. You seem to think that 'you' are something outside of thought, but this is not the case at all. When 'you' are 'angry', there is not a thing called 'you' over on the left and a different thing called 'anger' over on the right. No, you and anger are the very same thing. Whatever the emotion, you ARE that.
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This most vital of points is the reason why trying to 'observe thought' is an exercise in futility because the observer and the observed are the same thing. It is also why your conclusion is wholly flawed and impossible to achieve. You will never be CEO of your mind because you are that very mind which you are endeavouring to control. This is such a fascinating--as well as currently unresolved--subject, and I enjoyed the article as well as your response although I respectfully disagree with most of it.
A person is clearly not his or her emotions or thoughts, when one is ableeven in the heat of angerto act as "the observer" to these feelings. There is, of course, an "I" that experiences these emotions and identity often becomes mistakenly velcroed to thoughts, feeling, emotions, etc.
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You are absolutely right. But the example which are taken here is weird.
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Kindly never underestimate the employees and try not to threaten them by always keeping them insecure as if you don't make more sales you will get fired and once listened the mind get relaxed as the disgruntled employees do.. Ha ha ha Melanie Greenberg, Ph. She is a former professor, national speaker, and the author of The Stress Proof Brain.
Unresolved traumas can create challenges in communication, intimacy, and trust. If you're married or dating, these tools will help you overcome negative cycles. Neuroscience research uncovers the complex effects of stress on brain and body.
Think For Yourself, Become an Individual, and Save The World
Back Psychology Today. Back Find a Therapist. Back Get Help. Back Magazine. Subscribe Issue Archive. Back Today. Twilight of the Stanford Prison Experiment. Melanie Greenberg Ph. Follow me on Twitter. Friend me on Faceook. Connect with me on LinkedIn. Summary To be a successful CEO of your own mind, you need to listen, get to know your employee, acknowledge its contribution, realize it's nature, make peace with it, implement a retraining or employee development program, and treat it kindly.
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But practical Submitted by Anonymous on November 6, - am. Submitted by Ian K on December 28, - pm. The author's evident obliviousness to this most crucial of points is highlighted here when she says: "You feel like your thoughts and feelings are YOU and so you accept them unconditionally as the truth without really looking at them. About point number 1. Listen and acknowledge Submitted by Ashokumar on May 19, - am. Post Comment Your name. E-mail The content of this field is kept private and will not be shown publicly. Notify me when new comments are posted. All comments. Replies to my comment.
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How Traumas Create Negative Patterns in Relationships Unresolved traumas can create challenges in communication, intimacy, and trust. Surprising Ways that Stress Affects Your Brain and Immunity Neuroscience research uncovers the complex effects of stress on brain and body. Continue Reading. Most Popular. Keep the Flame Burning Bright. What Makes a True Leader? Does It Take Competition? My assumption had been that maybe markets are not that efficient at some points, but things should be getting more and more efficient over time.
But it does change. The exceptions to the efficient markets hypothesis really come about when its standard assumptions are violated. The assumptions include things like stationary business environments, where the risks are relatively well known and humans act relatively rationally, at least from a mean-variance optimization perspective. How does the adaptive markets hypothesis address the shortcomings of the efficient markets hypothesis?
What I lay out [in the book] is basically what you would guess if you took the basics of evolutionary theory and extended them to the very special circumstances of financial markets. The efficient markets hypothesis is a special case of adaptive markets. Markets are efficient if the environment is stable and investors interact with each other and natural selection operates over a long period of time. For example, the great white shark is pretty much in the same form today as it was in the very early days of the Pleistocene era.
Now, imagine if you take that great white shark and you change the environment in substantial ways, either by changing the temperature of the water or changing the background colors so that the shark is much more visible than it might otherwise be. The implication is that an efficient market, [like the great white], is really an outcome of a very special set of circumstances.
A good example is the fight-or-flight response. One of the implications is that the risk-reward trade-off that we constantly bombard investors with, and constantly castigate them for ignoring when markets drop, has to be tempered by the acknowledgement that, sometimes, people will react emotionally to large-scale risk exposures.
In technical terms, they freak out. When investors are freaking out, those are the periods where the equity premiums [meaning the extra return stocks should, by the efficient markets hypothesis, give investors as compensation for the extra risk of holding them in lieu of safer assets] are lower than average.
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Similarly, when the volatility goes back to normal, you will then go back to putting most of your money into equities. That very simple rule of thumb basically has you putting less money into equities when markets are freaking out and leaving money in equities when markets are more normal. That flies in the face of the conventional, buy-and-hold, wisdom—to sit tight and not freak out during market corrections, to ride them out.
Slightly over half of your wealth would have evaporated in a manner of four months. You tell me: How many investors do you know who would be perfectly happy and calm about watching half of their investment evaporate before their very eyes, while at the same time listening to news reports about Lehman going under, about Bernie Madoff in December of , about financial markets coming to a halt, about Hank Paulson showing up on TV with a frightened face?
Financial innovations such as derivatives and securitization have been widely maligned for playing a role in the last crisis. People respond to incentives, and so if we want to take on much bigger challenges, we need to collaborate across thousands and in some cases hundreds of thousands of people. How do you get , people to work together?