Mary Martin

What we do know is that the brain is emerging, in study after study, as one of climate change’s most vulnerable landscapes.

Their finding is part of wider realization in the neuroscience community, that our brain does not simply react to what comes in through our senses. Instead, we have a predictive brain, that permanently predicts what comes next. The expected sensory input is then suppressed. We see the world from the inside out, rather than from the outside in.

Of... See more

we tell ourselves that humans do something clever or tactical because our brains have simulated that this course of action will produce favourable outcomes, but when we learn that ants do the same thing by enacting preprogrammed responses to pheromones, surely that doesn’t count.

Individuals can exert influence over the future but they exist in larger fields that condition their choices: epistemological, ontological, economic and cultural or class, gender, varna, civilization type, dynasty, cultural personality or ways of knowing the real. Futurists, in general, tend to focus on the individual’s ability to create the future... See more

competitive intelligence is about the here and now—capturing and analysing information about an organisation's external landscape, which includes the activities of customers, competitors, distributors, technological trends, and prevailing market conditions. It typically has its sights set on the immediate future, up to five years ahead. It also... See more

in times of intense stress or adversity, future-oriented thinking such as hope may be more effective than mindfulness in sustaining positive mindsets and action-oriented outcomes such as engagement.

Csikszentmihalyi’s research suggests that flow is conducive to optimal experience . But it doesn’t tell us anything about whether it is conducive to optimal performance . So look for flow when you want to feel better, but not necessarily when you want to do better.

We argue that a denatured mindfulness divorced from

its soteriological context reduces it to a self-help technique that is easily misappropriated for reproducing corporate and

institutional power, employee pacification, and maintenance of toxic organizational cultures.