e-book Just A Touch (The Triad Book 1)

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As a Guardian, Chase Melina has always known what he was meant to do: protect the Chosen. When their worlds collide Chase and Arianna must fight for their lives. Through torture, escape, new relationships, legends, and even death they are determined to find out the answers to the questions revolving around their destiny and ultimately fulfill a prophecy that could save them all. Get A Copy. Kindle Edition , pages. More Details Friend Reviews. To see what your friends thought of this book, please sign up. To ask other readers questions about Just A Touch , please sign up.

Lists with This Book. This book is not yet featured on Listopia. Community Reviews. Showing Rating details. All Languages. More filters. Sort order. Petra Gottzmann rated it really liked it Aug 18, Charity rated it liked it Jun 22, Ttwu rated it did not like it Oct 25, There are no discussion topics on this book yet. About Brittany DeLys. Brittany DeLys. Electrical Engineer by degree. Systems Engineer by profession. It springs from ancient parts of the brain beneath the cortex—the amygdala, the hypothalamus, the hippocampus, and the orbitofrontal cortex—that allow us to feel fast without thinking deeply.

They tune us in by arousing in our bodies the emotional states of others: I literally feel your pain. My brain patterns match up with yours when I listen to you tell a gripping story. Emotional empathy can be developed. To help the physicians monitor themselves, she set up a program in which they learned to focus using deep, diaphragmatic breathing and to cultivate a certain detachment—to watch an interaction from the ceiling, as it were, rather than being lost in their own thoughts and feelings. Those who are utterly at a loss may be able to prime emotional empathy essentially by faking it until they make it, Riess adds.

Empathic concern, which is closely related to emotional empathy, enables you to sense not just how people feel but what they need from you. Research suggests that as people rise through the ranks, their ability to maintain personal connections suffers. This implies that empathic concern is a double-edged feeling. We intuitively experience the distress of another as our own. Getting this intuition-deliberation mix right has great implications. Those whose sympathetic feelings become too strong may themselves suffer. But those who protect themselves by deadening their feelings may lose touch with empathy.

Empathic concern requires us to manage our personal distress without numbing ourselves to the pain of others. Ordinarily, when we see someone pricked with a pin, our brains emit a signal indicating that our own pain centers are echoing that distress.

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But physicians learn in medical school to block even such automatic responses. Their attentional anesthetic seems to be deployed by the temporal-parietal junction and regions of the prefrontal cortex, a circuit that boosts concentration by tuning out emotions. The same neural network kicks in when we see a problem in an emotionally overheated environment and need to focus on looking for a solution. Brain scans have revealed that when volunteers listened to tales of people subjected to physical pain, their own brain centers for experiencing such pain lit up instantly.

But if the story was about psychological suffering, the higher brain centers involved in empathic concern and compassion took longer to activate. Some time is needed to grasp the psychological and moral dimensions of a situation. The more distracted we are, the less we can cultivate the subtler forms of empathy and compassion.

Triple Triad

People who lack social sensitivity are easy to spot—at least for other people. They are the clueless among us. Social sensitivity appears to be related to cognitive empathy. Cognitively empathic executives do better at overseas assignments, for instance, presumably because they quickly pick up implicit norms and learn the unique mental models of a new culture.

Attention to social context lets us act with skill no matter what the situation, instinctively follow the universal algorithm for etiquette, and behave in ways that put others at ease.

In another age this might have been called good manners. Circuitry that converges on the anterior hippocampus reads social context and leads us intuitively to act differently with, say, our college buddies than with our families or our colleagues. In concert with the deliberative prefrontal cortex, it squelches the impulse to do something inappropriate. Accordingly, one brain test for sensitivity to context assesses the function of the hippocampus. The same circuits may be at play when we map social networks in a group—a skill that lets us navigate the relationships in those networks well.

People who excel at organizational influence can not only sense the flow of personal connections but also name the people whose opinions hold most sway, and so focus on persuading those who will persuade others. Alarmingly, research suggests that as people rise through the ranks and gain power, their ability to perceive and maintain personal connections tends to suffer a sort of psychic attrition. In studying encounters between people of varying status, Dacher Keltner, a psychologist at Berkeley, has found that higher-ranking individuals consistently focus their gaze less on lower-ranking people and are more likely to interrupt or to monopolize the conversation.

In fact, mapping attention to power in an organization gives a clear indication of hierarchy: The longer it takes Person A to respond to Person B, the more relative power Person A has.

Focusing on Yourself

The boss leaves e-mails unanswered for hours; those lower down respond within minutes. This is so predictable that an algorithm for it—called automated social hierarchy detection—has been developed at Columbia University. Intelligence agencies reportedly are applying the algorithm to suspected terrorist gangs to piece together chains of influence and identify central figures.

But the real point is this: Where we see ourselves on the social ladder sets the default for how much attention we pay. This should be a warning to top executives, who need to respond to fast-moving competitive situations by tapping the full range of ideas and talents within an organization. Without a deliberate shift in attention, their natural inclination may be to ignore smart ideas from the lower ranks. Leaders with a strong outward focus are not only good listeners but also good questioners. They are visionaries who can sense the far-flung consequences of local decisions and imagine how the choices they make today will play out in the future.

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  • Focusing on Others!
  • They are open to the surprising ways in which seemingly unrelated data can inform their central interests. Melinda Gates offered up a cogent example when she remarked on 60 Minutes that her husband was the kind of person who would read an entire book about fertilizer. Charlie Rose asked, Why fertilizer? The connection was obvious to Bill Gates, who is constantly looking for technological advances that can save lives on a massive scale.

    Any business school course on strategy will give you the two main elements: exploitation of your current advantage and exploration for new ones. Brain scans that were performed on 63 seasoned business decision makers as they pursued or switched between exploitative and exploratory strategies revealed the specific circuits involved. Not surprisingly, exploitation requires concentration on the job at hand, whereas exploration demands open awareness to recognize new possibilities.

    Just for Two, Books 1-4

    In other words, it feels good to coast along in a familiar routine. When we switch to exploration, we have to make a deliberate cognitive effort to disengage from that routine in order to roam widely and pursue fresh paths. What keeps us from making that effort? Sleep deprivation, drinking, stress, and mental overload all interfere with the executive circuitry used to make the cognitive switch.

    To sustain the outward focus that leads to innovation, we need some uninterrupted time in which to reflect and refresh our focus. In an era when almost everyone has access to the same information, new value arises from putting ideas together in novel ways and asking smart questions that open up untapped potential.

    Just A Touch

    Moments before we have a creative insight, the brain shows a third-of-a-second spike in gamma waves, indicating the synchrony of far-flung brain cells. The more neurons firing in sync, the bigger the spike. But it would be making too much of this to see gamma waves as a secret to creativity. A classic model of creativity suggests how the various modes of attention play key roles. First we prepare our minds by gathering a wide variety of pertinent information, and then we alternate between concentrating intently on the problem and letting our minds wander freely.

    Those activities translate roughly into vigilance, when while immersing ourselves in all kinds of input, we remain alert for anything relevant to the problem at hand; selective attention to the specific creative challenge; and open awareness, in which we allow our minds to associate freely and the solution to emerge spontaneously. If people are given a quick view of a photo of lots of dots and asked to guess how many there are, the strong systems thinkers in the group tend to make the best estimates.

    After all, we live within extremely complex systems. For that reason, although people with a superior systems understanding are organizational assets, they are not necessarily effective leaders. An executive at one bank explained to me that it has created a separate career ladder for systems analysts so that they can progress in status and salary on the basis of their systems smarts alone. That way, the bank can consult them as needed while recruiting leaders from a different pool—one containing people with emotional intelligence.

    EN The Thinking Triad - The Creative Introvert

    A focused leader is not the person concentrating on the three most important priorities of the year, or the most brilliant systems thinker, or the one most in tune with the corporate culture. Focused leaders can command the full range of their own attention: They are in touch with their inner feelings, they can control their impulses, they are aware of how others see them, they understand what others need from them, they can weed out distractions and also allow their minds to roam widely, free of preconceptions.

    This is challenging. But if great leadership were a paint-by-numbers exercise, great leaders would be more common. Practically every form of focus can be strengthened. What it takes is not talent so much as diligence—a willingness to exercise the attention circuits of the brain just as we exercise our analytic skills and other systems of the body. The link between attention and excellence remains hidden most of the time.

    Yet attention is the basis of the most essential of leadership skills—emotional, organizational, and strategic intelligence. The constant onslaught of incoming data leads to sloppy shortcuts—triaging our e-mail by reading only the subject lines, skipping many of our voice mails, skimming memos and reports. Not only do our habits of attention make us less effective, but the sheer volume of all those messages leaves us too little time to reflect on what they really mean.

    This was foreseen more than 40 years ago by the Nobel Prize—winning economist Herbert Simon. My goal here is to place attention center stage so that you can direct it where you need it when you need it. Learn to master your attention, and you will be in command of where you, and your organization, focus. Daniel Goleman. View more from the December Issue Explore the Archive.

    Executive Summary Reprint: RB Attention is the basis of the most essential of leadership skills—emotional, organizational, and strategic intelligence. Idea in Brief The Problem A primary task of leadership is to direct attention. The Solution Every leader needs to cultivate a triad of awareness—an inward focus, a focus on others, and an outward focus. What Makes a Leader? Emotional Intelligence Feature Daniel Goleman The truly effective ones have a high degree of emotional intelligence. A version of this article appeared in the December issue of Harvard Business Review.