Mindfulness and Music: Things That Go "Hmmm"

Written by Maya Talisman Frost

Shhh….can you hear it?

One ofrepparttar most powerful forms of mindfulness is awareness of sound. We tend to tune outrepparttar 141104 noise of our lives in order to concentrate onrepparttar 141105 tasks at hand.

In fact, we may get so used to a particular sound that we don’t notice it until it’s gone—like a television that is turned off, or traffic that stops outside your home, or your neighbor’s lawn mower or stereo that is suddenly silent.

We notice when it starts, we intentionally shut it out, and then notice it once again when it stops.

Everyone who hears has a healthy serving of what is called musical intelligence. It isn’t limited to actual music, however—it is our recognition and understanding ofrepparttar 141106 pitch, tone, quality, length, volume and source ofrepparttar 141107 sounds around us.

Now, some of us might have perfect pitch, knowing instantly thatrepparttar 141108 note we hear is a middle C. Others might have a very well-developed sense of tone quality—notingrepparttar 141109 difference between a middle C played on a piano or a flute, or evenrepparttar 141110 same note sung by two different people. And some of us might consider ourselves completely hopeless as musicians while having an encyclopedic memory for song lyrics, guitar riffs, or evenrepparttar 141111 songs of birds.

The great news is that, no matter where we stand onrepparttar 141112 music smarts scale, we each haverepparttar 141113 capacity to increase our musical intelligence. Better yet, by focusing on selected sounds as triggers for mindfulness, we can sharpen our awareness and increase our enjoyment ofrepparttar 141114 world around us atrepparttar 141115 same time.

Here’s a little mindfulness game to help you zero in on sound as a trigger for greater awareness: Notice “Hmmm.”

Think like a Genius

Written by Tina Konstant

1. How to solve problems like a genius.

Geniuses are just ordinary people who stumble on a knack or way of thinking that enables them to think and learn more effectively and creatively than others.

When you closely examine how “geniuses” like Newton or Archimedes thought, they didn’t simply sit under trees or in baths until their enlightenment: they used some very powerful and practical tools to create order out of their thoughts and find answers to problems that few people ever thought to solve.

In this article, we explore some ofrepparttar toolsrepparttar 141072 great thinkers used. They are as applicable now as they were then. These techniques will help you to: ·Clear your head when faced with a challenging problem. ·Generate more than one workable solution to your problem. ·Think creatively. ·Think productively instead of re-productively. ·Give you clear methodology that will make solving problems straight forward and stress free.

First, here are some ofrepparttar 141073 common factors ofrepparttar 141074 world’s great thinkers: ·The idea generation was in pictures and images rather than words. Einstein and da Vinci drew diagrams instead of writing words and sentences. ·Their thinking was unrestrained; nothing was consigned torepparttar 141075 bin until it had been fully investigated. ·They treated thoughts as things. ·Ideas were explored using association. ·They looked at ideas from different perspectives. ·They were prolific and recorded everything. ·They fuelled their imaginations with knowledge. ·Their thinking was focused. ·They were passionate and determined about discovery. ·They made mistakes but instead of seeing them as failures, saw them instead as “ways of how not to do it”. ·They saw potential in everything. ·They saw mistakes and unexpected surprise results as valuable opportunities to learn from. ·They never gave up.

Consider this definition of "problem": a problem is an external event perceived as a mental, physical, emotional or intellectual threat torepparttar 141076 individual/s concerned. Chances are, your problem only became “a problem” when you became personally involved causing your perception of an event to shift; before that, it was just an event, when you perceived that you were potentially threatened by it,repparttar 141077 event became a problem.

Everything (including problems) starts in your head. Using your imagination and thinking processes constructively while you solve problems gives your mindrepparttar 141078 “stuff” it needs to be productive (create new solutions) as distinct from re-productive (create more ofrepparttar 141079 old which is what probably landed you withrepparttar 141080 problem inrepparttar 141081 first place).

One ofrepparttar 141082 most reliable ways of solving a problem isrepparttar 141083 “systems” strategy.

This method does not allow you to add complications that do not exist and it ensuresrepparttar 141084 facts are gathered withoutrepparttar 141085 hindrance of destructive emotion (the first indication that an event is turning into a problem).

Seeingrepparttar 141086 entire system (i.e.repparttar 141087 problem and everything associated with it) enhances insight into a problem and allows you to deal withrepparttar 141088 real issue. Most often, when solutions don’t work it’s because they arerepparttar 141089 solution to a perceived problem, notrepparttar 141090 real one.

Genius is simply a way of thinking.

For more information on Genius Thinking visit http://www.tinakonstant.com

2. Take Action Applying System Thinking to findingrepparttar 141091 real problem ·Write down what you perceiverepparttar 141092 problem to be. (e.g., general performance is poor) ·Look at allrepparttar 141093 symptoms that lead you to that conclusion (e.g. late arrival, low motivation, agitated behaviour between colleagues, missing deadlines) ·Take each symptom and write down allrepparttar 141094 possible causes for each one (NOTE: be as unbiased as possible (e.g. possible causes for missing deadlines – working late hours, unclear job descriptions, unclear management decisions, unreasonable timescales, etc.) ·Take each ofrepparttar 141095 possible causes and determine if they apply torepparttar 141096 situation (e.g. Do people work late hours? Are timescales unreasonable? Is communication between staff and management clear?). Sometimes it is worth using some form of external mediation at this point to ensure an unbiased outcome. ·Once you have determined some definite causes, work on those solutions instead ofrepparttar 141097 general issue of “poor performance”.

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