Dr. John Schinnerer shares the secret of the power of mindset. Numerous studies are pointing to the importance of the proper mindset in a variety of areas such as diet, exercise, aging, vision, success, intelligence, pain, stress and anxiety. Check it out!
May 11, 2011 by Editor
Professor of psychology R. Edward Geiselman at the University of California, Los Angeles, has been studying for years how to effectively detect deception to ensure public safety, particularly in the wake of renewed threats against the U.S. following the killing of Osama bin Laden.
Geiselman and his colleagues have identified several indicators that a person is being deceptive. The more reliable red flags that indicate deceit, Geiselman said, include:
* When questioned, deceptive people generally want to say as little as possible. Geiselman initially thought they would tell an elaborate story, but the vast majority give only the bare-bones. Studies with college students, as well as prisoners, show this. Geiselmans investigative interviewing techniques are designed to get people to talk.
* Although deceptive people do not say much, they tend to spontaneously give a justification for what little they are saying, without being prompted.
* They tend to repeat questions before answering them, perhaps to give themselves time to concoct an answer.
* They often monitor the listeners reaction to what they are saying. They try to read you to see if you are buying their story, Geiselman said.
* They often initially slow down their speech because they have to create their story and monitor your reaction, and when they have it straight will spew it out faster, Geiselman said. Truthful people are not bothered if they speak slowly, but deceptive people often think slowing their speech down may look suspicious. Truthful people will not dramatically alter their speech rate within a single sentence, he said.
* They tend to use sentence fragments more frequently than truthful people; often, they will start an answer, back up and not complete the sentence.
* They are more likely to press their lips when asked a sensitive question and are more likely to play with their hair or engage in other grooming behaviors. Gesturing toward ones self with the hands tends to be a sign of deception; gesturing outwardly is not.
* Truthful people, if challenged about details, will often deny that they are lying and explain even more, while deceptive people generally will not provide more specifics.
* When asked a difficult question, truthful people will often look away because the question requires concentration, while dishonest people will look away only briefly, if at all, unless it is a question that should require intense concentration.
If dishonest people try to mask these normal reactions to lying, they would be even more obvious, Geiselman said. Among the techniques he teaches to enable detectives to tell the truth from lies are:
* Have people tell their story backwards, starting at the end and systematically working their way back. Instruct them to be as complete and detailed as they can. This technique, part of a cognitive interview Geiselman co-developed with Ronald Fisher, a former UCLA psychologist now at Florida International University, increases the cognitive load to push them over the edge. A deceptive person, even a professional liar, is under a heavy cognitive load as he tries to stick to his story while monitoring your reaction.
* Ask open-ended questions to get them to provide as many details and as much complete information as possible (Can you tell me more about ? Tell me exactly ). First ask general questions, and only then get more specific.
* Dont interrupt, let them talk and use silent pauses to encourage them to talk.
In my job, I’m constantly looking for ‘tells’ to see if people are telling the truth or lying (or somewhere in between). The emotional mind gives a lot of information away without our conscious awareness. Human beings have exquisitely tuned emotion-detecting radars. To find out more about how to use your radar to live a more satisfying life, visit www.GuideToSelf.com for a FREE copy of my award-winning self-help book, Guide To Self: The Beginner’s Guide to Managing Emotion and Thought.
For those interested in turning down the volume on anger, visit my new online anger management site http://webangermanagement.com.
All the best,
John Schinnerer, Ph.D.
Founder Guide to Self, Inc.
Award-winning author, blogger, anger management expert
Hello! My name is John Schinnerer, Ph.D., founder of Guide to Self in Danville, CA.
I teach clients the latest proven tools to turn down the volume on anger.
A perfect client for me is a man between the ages of 15 and 65 whose anger and irritation is driving his coworkers up a wall.
I use a novel positive psychology approach to anger management which means my clients take away feelings of hope and inspiration rather than guilt and shame. It also means that I teach clients proven tools to increase positive emotions as well as ways to turn down the volume on negative emotions.
John Schinnerer, Ph.D.
Guide to Self
Turning down the volume on anger with positive psychology!
For a free copy of John’s award-winning self-help book ‘Guide to Self: The Beginner’s Guide to Managing Emotion and Thought’ visit www.GuideToSelf.com and enter your name and email for a free PDF version!
From the magnificent ScienceDaily.com…
Your View of Personal Goals Can Affect Your Relationships
ScienceDaily (Nov. 22, 2010) How you think about your goals — whether it’s to improve yourself or to do better than others — can affect whether you reach those goals. Different kinds of goals can also have distinct effects on your relationships with people around you, according to the authors of a paper published in Current Directions in Psychological Science.
People with “mastery goals” want to improve themselves. Maybe they want to get better grades, make more sales, or land that triple toe loop.
On the other hand, people with what psychologists call “performance goals” are trying to outperform others — to get a better grade than a friend or be Employee of the Year. Both kinds of goals can be useful in different contexts. But P. Marijn Poortvliet, of Tilburg University in the Netherlands, and Céline Darnon, of France’s Clermont University, are interested in the social context of these goals — what they do to your relationships.
For a FREE copy of the award-winning self-improvement book, Guide to Self: The Beginner’s Guide to Managing Emotion and Thought, simply visit http://www.GuideToSelf.com and enter your name and email address for instant access to your very own PDF copy! Change the world by changing your self!
Poortvliet’s work focuses on information exchange — whether people are open and honest when they are working together. “People with performance goals are more deceitful” and less likely to share information with coworkers, both in the laboratory and in real-world offices he has studied, Poortvliet says. “The reason is fairly obvious — when you want to outperform others, it doesn’t make sense to be honest about information.”
On the other hand, people who are trying to improve themselves are quite open, he says. “If the ultimate goal is to improve yourself, one way to do it is to be very cooperative with other people.” This can help improve the work environment, even though the people with these goals aren’t necessarily thinking about social relations. “They’re not really altruists, per se. They see the social exchange as a means toward the ends of self improvement.” Other research has found that people with these self-improvement goals are more open to hearing different perspectives, while people with a performance goal “would rather just say, ‘I’m just right and you are wrong.'”
It’s not always bad to be competitive, Poortvliet says. “For example, if you want to be the Olympic champion, of course it’s nice to have mastery goals and you should probably have mastery goals, but you definitely need performance goals because you want to be the winner and not the runner-up.”
But it’s important to think about how goals affect the social environment. “If you really want to establish constructive and long-lasting working relationships, then you should really balance the different levels of goals,” Poortvliet says — thinking not only about each person’s achievement, but also about the team as a whole.
Some people are naturally more competitive than others. But it’s also possible for managers to shift the kinds of goals people have by, for example, giving a bonus for the best employee. That might encourage people to set performance goals and compete against each other. On the other hand, it would also be possible to structure a bonus program to give people rewards based on their individual improvement over time.
Original article can be found by clicking here.
The above story is reprinted (with editorial adaptations by ScienceDaily staff) from materials provided by Association for Psychological Science.
1. P. Marijn Poortvliet and Céline Darnon. Toward a More Social Understanding of Achievement Goals: The Interpersonal Effects of Mastery and Performance Goals. Current Directions in Psychological Science, 2010; 19 (5): 324 DOI: 10.1177/0963721410383246
To life, love and laughter,
John Schinnerer, Ph.D.
Founder Guide to Self, Inc.
http://drjohnsblog.wordpress.com Excellent blog on the latest anger management tools
From Ken Pope’s listserv…
Subject: recommended: *Science*: “A Wandering Mind Is an Unhappy Mind” by Matthew Killingsworth & Dan Gilbert at Harvard University
Today’s new issue of the American association for the Advancement of Science’s journal *Science* (Vol. 330. no. 6006) includes an article: “A Wandering Mind Is an Unhappy Mind.”
The authors are Matthew A. Killingsworth and Daniel T. Gilbert.
Here are some excerpts:
Many philosophical and religious traditions teach that happiness is to be found by living in the moment, and practitioners are trained to resist mind wandering and “to be here now.”
These traditions suggest that a wandering mind is an unhappy mind.
Are they right?
Laboratory experiments have revealed a great deal about the cognitive and neural bases of mind wandering (3-7), but little about its emotional consequences in everyday life.
The most reliable method for investigating real-world emotion is experience sampling, which involves contacting people as they engage in their everyday activities and asking them to report their thoughts, feelings, and actions at that moment.
We solved this problem by developing a Web application for the iPhone (Apple Incorporated, Cupertino, California), which we used to create an unusually large database of real-time reports of thoughts, feelings, and actions of a broad range of people as they went about their daily activities.
The application contacts participants through their iPhones at random moments during their waking hours, presents them with questions, and records their answers to a database at www.trackyourhappiness.org.
The database currently contains nearly a quarter of a million samples from about 5000 people from 83 different countries who range in age from 18 to 88 and who collectively represent every one of 86 major occupational categories.
To find out how often people’s minds wander, what topics they wander to, and how those wanderings affect their happiness, we analyzed samples from 2250 adults (58.8% male, 73.9% residing in the United States, mean age of 34 years) who were randomly assigned to answer a happiness question (“How are you feeling right now?”) answered on a continuous sliding scale from very bad (0) to very good (100), an activity question (“What are you doing right
now?”) answered by endorsing one or more of 22 activities adapted from the day reconstruction method (10, 11), and a mind-wandering question (“Are you thinking about something other than what you’re currently doing?”) answered with one of four options: no; yes, something pleasant; yes, something neutral; or yes, something unpleasant.
Our analyses revealed three facts.
First, people’s minds wandered frequently, regardless of what they were doing.
Mind wandering occurred in 46.9% of the samples and in at least 30% of the samples taken during every activity except making love.
The frequency of mind wandering in our real-world sample was considerably higher than is typically seen in laboratory experiments.
Second, multilevel regression revealed that people were less happy when their minds were wandering than when they were not [slope (b) = -8.79, P < 0.001], and this was true during all activities, including the least enjoyable.
Although people’s minds were more likely to wander to pleasant topics (42.5% of samples) than to unpleasant topics (26.5% of samples) or neutral topics (31% of samples), people were no happier when thinking about pleasant topics than about their current activity (b = -0.52, not
significant) and were considerably unhappier when thinking about neutral topics (b = -7.2, P < 0.001) or unpleasant topics (b = -23.9, P < 0.001) than about their current activity (Fig. 1, bottom).
Although negative moods are known to cause mind wandering (13), time-lag analyses strongly suggested that mind wandering in our sample was generally the cause, and not merely the consequence, of unhappiness (12).
Third, what people were thinking was a better predictor of their happiness than was what they were doing.
The nature of people’s activities explained 4.6% of the within-person variance in happiness and 3.2% of the between-person variance in happiness, but mind wandering explained 10.8% of within-person variance in happiness and 17.7% of between-person variance in happiness.
The variance explained by mind wandering was largely independent of the variance explained by the nature of activities, suggesting that the two were independent influences on happiness.
In conclusion, a human mind is a wandering mind, and a wandering mind is an unhappy mind.
The author note provides the following contact info:
To life, love and laughter,
John Schinnerer, Ph.D.
Founder of Guide to Self
P.S. For a free PDF copy of John’s award-winning self-help book on ways to focus the mind, turn down negative emotions, and turn up positive emotions simply visit http://www.GuideToSelf.com, click on the yellow book icon on the left side of the page, and enter your email and name. You will be granted instant access to 216 pages of life-improving scientifically-proven tools to focus your mind!