On the cover of my book, The 4th Brain, sits the sub-title – What is PFC deficit … and can you fix it in your brain?
It draws attention to the problem we all have every day of mental stress and tiredness. We have to make decisions that have consequences. Sometimes, very big consequences to do with our health, wealth, productivity and our security. And, the part of our brain that is the decider is the PFC or Pre-Frontal Cortex. It does all the executive heavy lifting.
It’s the job of the PFC to re-appraise situations. To help make the better decision when the better decision is the harder thing to do. But it is a costly effort and PFC resources in your brain are limited.
In 2020, more than any year in living memory, we are all suffering from PFC deficit.
Why? Because the demands being placed on our executive brain have risen sharply and spike relentlessly. When you are stressed, anxious or depressed your cognition becomes impaired. Cognitive overload can lead to poorer decision-making. In these Covid-days there is plenty of stress and anxiety going around for everyone. There’s plenty of cognitive overload afflicting kids, teenagers and adults.
Notoriously, cognitive overload decreases motivation and willpower.PFC willpower is a limited resource. When the PFC is under stress performance on difficult decision-making declines. Much research shows how after multi-tasking, social media or too much zooming, for example, we become less charitable, more likely to lie and even more likely to cheat on our diets 🙂
The 4th Brain goes on to discuss how you can fix PFC deficit in your brain using x10 thinking for making much better decisions every day. And there are many benefits to be had. For example,
Wealth: Better decisions = better bank balance Your career, business, investment and commercial success is directly related to the quality of your decisions. Every day you make decisions that will either increase your wealth or decrease your wealth.
Health: Poorer choices = poorer health Your physical, mental and emotional health cannot be separated from the pattern of choices you make. Every hour of every day you are designing your future. If your designs are weak your future cannot be strong.
Productivity: Faster strategies = faster results The possibilities, options, strategies, tactics, pathways, networks and environments that are available for you to think about will either inhibit or accelerate your own personal productivity and results.
Security: Deeper thinking = deeper security Your survival and growth, in a darwinian sense, cannot be separated from how you make your decisions over time. If you don’t do your own thinking others will do it for you. These other people, institutions or authorities may not do it well at all or even in your best interests.
Those who’ve found the book helpful have had this to say …
It was bloody Fantastic! I can’t wait to see the results.
There are so many lessons and strategies that resonate with me, but I would have to go with cvs2bvs. I believe these 6 letters and 1 numeral accurately represent the power of this incredible mind tool.
It’s empowering knowing you have this strategy at your fingertips. I love it!!
My main takeaway is to spend more time searching for alternatives, rather than rush to choose from my current alternatives. ‘When you have two alternatives, the best one is likely your third one. Thank you so much!
That anything can benefit from x10 thinking, you just have to check yourself and make time to look for the BVS.
Highlights that I’m not applying enough brainpower to my decisions and shows I have definitely got room for improvement.
My main takeaway is that my brain is looking for the easy way of doing things, it’s lazy. It’s easier to say an idea is ‘good’ or ‘bad’, and move on, rather than think about it further which takes time and effort. It’s easier to look at the impact of a decision on a short term only, rather than contemplate the long-term effects on various stakeholders.
As an innovator in the new field of cognitive science, my own original idea was ‘thinking instructors’. My specific idea was: ‘Anyone can learn to think if they have a thinking instructor.’ Today there are over 6 million thinking instructors worldwide.
This innovation all started at HBO studios in New York in 1977 when I produced a 3-part video training series called ‘Train the Trainer’ for Equitable Life. Copies were made and sent to all 185 branches. It was the first nationwide corporate video training product in America. The train-the-trainer techniques were based on my previous decade of experiences in and out of the military especially principles from the Australian Army’s clever ‘Scheyville Method’ for thinking way outside the box. Later, in 1979, I researched and adapted ‘Train the Trainer’ for training ‘thinking instructors’ and designed the ‘Learn-To-Think Project’: to train 300,000 thinking instructors in America for teaching lateral thinking skills in schools, in businesses and in communities.
In November 1979, I presented the Learn-to-Think Project to Cambridge Professor of Investigative Medicine, Edward de Bono, on one of his visits to NYC. Edward was very animated by the idea of ‘thinking instructors’. He said it was ‘brilliant because of the multiplier effect’ and offered to contribute his 60-lesson version of CoRT Thinking as content for the thinking lessons to be used by the thinking instructors. Although the CoRT content was indeed excellent to get us started the instructors soon found that 60 lessons were impractical – being far too many skills to train and disseminate widely – and so we worked to replace these 60 with 6. We then published our detailed plan for implementing the ambitious national project in a comprehensive train-the-trainer’s manual entitled ‘Learn-To-Think: Coursebook and Instructor’s Manual’ (Capra New 1982).
I got going in New York without government funding, grants or corporate sponsorship. The ‘teaching thinking’ idea was resisted for some time but I self-funded and persevered with training instructors in school districts in New York, Dallas and San Francisco and eventually the idea of ‘thinking instructors’ got real traction.
With the help of a small but talented and mission-devoted team of senior instructors whom I personally trained the big breakthrough came in April 1983 when we collaborated with the Readers Digest (#1 audited magazine in the world) in an initiative to publish our coursebook’s thinking lessons in a cover story across all international editions. Anticipating the internet, this media Big Bang went viral and totalled a distribution of nearly half a billion thinking lessons in a major international publishing event.
It was a part of a cascading media phenomenon which was launched on January 9th, 1983 in our special 2-page supplement in the New York Times called Teaching Thinking: The new trend in education. The emphasis was on the importance of having thinking instructors in schools because “… without specific efforts there is no assurance that students will learn to think laterally”.
Dr Eric Bienstock was the very first thinking instructor who I trained in New York in January 1980. He later became a director and shareholder of SOT.
Today there are more than 6.6 million thinking instructors in the world. Over 3 million in primary schools and over 3.5 million in secondary schools. Many instructors are still teaching the ‘Six Thinking Hats Method’ originally developed by the School of Thinking in 1983.
So, on 17 November 2019 which was the 40th Anniversary of the School of Thinking, after 40 years of focus and energy and on this occasion of my retirement as Principal SOT, I believed I could safely say: Mission accomplished!
Going forward SOT will no longer be public pro bono. It will be a private school for selected projects.For example, currently the school membership is over 90% scientists. There are 550 Associates. 180 Student Members and 30 Graduates.All have graduate and post-graduate academic degrees.
The current design and delivery project, for a government client, is to introduce advanced level lateral thinking skills to scientistsin a 100% online ‘at home’ training experience.And, to measure the resultsusing x10 Thinking.
But, the BIG question is: do the efforts of thinking instructors really have a significant impact on schools, businesses and communities? Yes they do and the evidence is both positive and plentiful. Like the flap of a butterfly’s wings or a pebble in a pond the sudden intervention of the ‘teaching of thinking skills’ in schools and businesses can trigger a concatenation of consequences that go on and on over long sequels of time.
For example teaching thinking (metacognition) disrupted the standard curriculum in schools in the Bay Area in the mid-80s with very valuable consequences not only for graduate students but also for their employers. The sudden introduction of lateral thinking skills to the SFUSD (San Francisco Unified School District) in 1984 was signed off by Superintendent Robert Alioto. I was personally invited to train all the primary school principals. By 1985, all public primary schools began the special lessons for teaching metacognition (thinking about thinking) to students across the Bay Area.
In the 90s and 2000s a significant explosion of cognitive surplus took off in the valley. The majority of all male and female paid thinkers on the Silicon Valley payrolls were products of the SFUSD system, and among the first in the US to be taught by thinking instructors. The return on payroll for Bay Area employers was exponential far outpacing both the state and the nation in patents issued. Many scholars have pointed out this overlap of education and economy in the Bay Area.
Today, it is said that If the Bay Area was a country like Switzerland or Saudi Arabia its own GDP of $790+ billion (which outstrips them both) would be one of the highest GDPs in the world.
In New York in 1985 Jack Welch of GE introduced teaching thinking to all GE senior executives and middle managers. Jack read my book NewSell (Boardroom Books, NY 1984) and personally authorised the teaching of ‘x10 Thinking’ (cvs2bvs: software for the brain) across the GE enterprise. He wrote, “I wish I had a management team that really understood Michael’s cvs2bvs thinking because it’s the value-added part of the management process”. In subsequent years GE executive have been sought out by Fortune 500 companies because they were considered the ‘creme de la creme’ of the US leadership crop.
For over 30 years cvs2bvs has been used by princes, presidents and prime-ministers around the world. By Olympic champions, scientists, soldiers, salesmen, parents, teenagers and kids. In particular with the under-25s, because of their PFC Deficit, the teaching of thinking skills adds a big and lasting benefit to lives of teenagers and young people (see my book The 4th Brain (2019).
Why? Because one of the biggest discoveries of cognitive neuroscience is the inchoate teenage brain. It is now a significant fact that the PFC, Pre-Frontal Cortex, does not mature in the human brain until the mid-twenties!
The PFC is the critical decider, it’s where the executive decisions are made. It’s where you game your life. Life choices. Career decisions. Lateral thinking. Those who get the training have a big advantage over those who do not.
With regard to the corporate sector it started in 1984 when IBM became the first of the Fortune 500 companies to introduce the cvs2bvs lateral thinking skill to senior executives. Then Jack Welch made a corporate mission three-year commitment to training all GE senior executives. The investment for this project was $50,000 and I was retained for top fees to design a 30 x projector multi-media training experience to teach – cvs2bvs – the universal brain software and we flew this unit around the GE world from New York to Crotonville to Acapulco training GE executives in ‘x10 Thinking’ from 1985-1987. At that time it was the biggest investment any US company had ever made in teaching lateral thinking skills. Looking back since then it’s worth noting the following facts:
• Jack Welch of GE was himself a master of x10 Thinking. He nicknamed it ‘boundaryless thinking” and also “boundarylessness’.
• By the time he left Jack had grown the world famous General Electric Company from a market value of $14 billion to a market value of $410 billion – an increase of more than 2,700% – making it the most valuable company in the history of the world. Thinking way outside the box he had transformed it from not only a century-old manufacturer but also a national broadcaster and a global bank!
• “Our dream for the 1990s,” Welch wrote in GE’s 1990 annual report, “is a boundaryless company where we knock down the walls that separate us from each other on the inside and from our key constituencies on the outside.”
In his book about his time at GE Jack: Straight From the Gut (2001) he wrote about cvs2bvs: “It would make each of us wake up with the goal of “Finding a Better Way Every Day”. It was a phrase that became a slogan, put up on the walls of GE factories and offices around the world. It was the essence of boundaryless behaviour, and it defined our expectations”.
• Famous for the little handwritten notes he would send to people, Jack sent me several and the one I prized most said simply: “Michael, you are a friend of our company”.
• In 1999, Fortune magazine named him “Manager of the Century”.
• Since then, thousands of companies in the US and around the world have used ideas from the GE Model. Scores of Fortune 500 companies emulated the leadership example and transformation model set by Jack Welch at GE.
• Many business volumes, Harvard Business Review articles and other media have been written about Jack’s value-driven transformation of his company.
• Using his cutting-edge strategies like Work Out, Boundarylessness and Six Sigma, Jack has developed more leaders than any other CEO in business history.
• That I know of, the Jack Welch era at GE produced CEOs for Honeywell, 3M, Boeing, Intuit, Symantec, Home Depot, Chrysler, Siemans and Merck. According to USA Today the top three companies for producing CEOs of other Fortune 500 companies are GE (26), IBM (18) and McKinsey (16).
• Today, Larry Page of Google is the best proponent of x10 thinking and today Google is the most valuable company in the world. Page says he “lives by the gospel of x10″. (WIRED, Feb 2013, Cover). Like Jack Welch, Larry Page has also nicknamed x10 thinking. He calls it … ‘moonshot thinking’.
These three cases – Google, GE and SFUSD – show the compounding value and return on payroll of using thinking instructors for the direct teaching of metacognition – of lateral thinking and x10 thinking skills.
There have been many other case studies, like The Clever Country in Australia, and thousands of other experiments in business and education still going on around the world today. Going forward and in a Darwinian world where human intelligence is now being seriously threatened by artificial intelligence (AI) we may need the idea of ‘thinking instructors’ more and more than ever before.
Michael Hewitt-Gleeson is Australia’s recognised authority on lateral thinking.
The Visiting Fellow in Innovation, Latrobe University, holds a PhD degree in Cognitive Science from the elite International College. It was the world’s first PhD in Lateral Thinking.
At that time, International College was an independent, private, licenced college, founded in Los Angeles in the early 1970s. Licensed to grant degrees by the California State Department of Education, its degrees were recognized by Harvard, NYU and other Ivy League colleges. But, it had no classrooms, libraries or laboratories having a business model that was ahead of its time. As its motto, In Vestigiis Institutorum Antiquorum indicated, the college followed the methods of the first Greek and Roman universities, where gifted students were paired one student/one master with outstanding tutors. In this case tutors like: Leonard Bernstein in Music and Conducting; Anaïs Nin in Novels and Writing; Buckminster Fuller in Innovation and Design Science; Lord Yehudi Menuhin in Violin and Music; Dr. Edward de Bono in Education and Psychology.
Dr Hewitt-Gleeson is Australia’s best-selling author of Software For Your Brain and WOMBAT Economy.He is currently advising leadership strategy and innovation in agricultural research for the state government and has designed a new online pandemic education experience for research scientists.He is also designing a Covid recovery project called Melbourne x10.