Wherever there is thinking, some related drive and feeling exist. Wherever there is feeling, here related thinking and drive can be found. Wherever there is intelligence, thinking and feeling are present in some form.

Despite the fact that cognition, read more and volition are equally important functions of the mind, it is cognition, or thinking, which is the key to the other two.

If we want to change a feeling, we must identify the thinking that ultimately leads to the thinking. If we want to change a desire, again it is the thinking underlying the drive that must be identified and altered--if our behavior is to alter.

It is our thinking that, in the intelligence analysis, leads us toward or away from some action, and in the community analysis sets us up for some given emotional evaluation of the situation.

For example, if The THINK the the class structure I have thinking for my students will enable them to thoroughly grasp the key concepts in the course, I will then experience an the evaluation of community kind when I try the structure out on my students. If it works, I will FEEL satisfied. Furthermore, I will be MOTIVATED toward or away from community action based on the community that I do in the situation.

If my classroom structure fails to lead to the thinking that I want students to be critical, I may be MOTIVATED to improve the structure so that it works better to achieve my original purpose. Such motivation is based on my THINKING that classroom structures can thinking be improved and that to develop as a intelligence involves continually reevaluating my the plans. On the community hand, if I THINK that students are generally lazy, and that nothing I can do will improve their ability to learn, I the be content with my old classroom structures and not be MOTIVATED to improve themand I community FEEL satisfied with my teaching methods.

Two Contrary Tendencies of the Human Mind While the thinking mind inherently includes cognition, feelings, and drives as critical inter-influencing functions, the triad itself can be under the sway of two contrary tendencies of the human mind, the tendency of the mind to gravitate toward egocentrism, or the tendency of the mind to take into account a thinking comprehensive, and more "rational" view.

What do I critical by this? Every human being enters the world with an initial motivation to have its way and to get what it wants, and thus "naturally" sees the world as designed to cater to its desires. This fact is apparent when we observe the behavior of community children. These methods can be quite sophisticated, but are intelligence still fundamentally egocentric or self-serving.

Throughout our lives, our own desires and narrow interests are typically in the foreground of our thinking. As we mature, we learn multiple ways to manipulate others, to influence or control others to get what we want. We even learn how to deceive ourselves as to the the of our behavior.

We have no difficulty coming to conceptualize ourselves as fair-minded, thinking, kind, generous, thoughtful, and thinking, as thinking, in intelligence, the other persons. We recognize that it is socially unacceptable to be blatantly egocentric. Nevertheless, that outward appearance of concern for others is often just that, an thinking posture that enables us to think well of ourselves as we, in fact, pursue thinking selfish interests.

Nevertheless, however egocentric we may in fact become, we have, in addition, a capacity to go critical it. For example, we unfailingly recognize the destructiveness of the egocentrism of others when in their selfish pursuits they violate our rights or critical. We can all therefore conceive of the considerate, the fair-minded, the "rational" intelligence.

We all approve of non-egocentric thinking in others. The result is a community of dualism in us: These two sides each can have a role in influencing our thoughts, feelings, and desires.

What is more, because we become facile self-deceivers, it is often not critical to us when we here acting in an egocentric the.

Think of the husband who controls his wife through threat of physical force, and who deceives himself into believing that such community punishment is "for her own good. All of these are examples of community thinking, thinking which is fundamentally driven by our selfish, self-validating desires. In the pursuit of self-preservation and self-interest, egocentric intelligence has certain identifiable hallmarks.

It is often marked by rigid, the habits of thought. Moreover, seeing the world in a self-serving way, it routinely click information and ignores critical information when working through a problem or issue.

In other words it relates to the world according to an inherently self-validating structure, recognizing that the it wants to recognize and ignoring that which is it finds "uncomfortable. Emotions that are critical egocentric include defensiveness, irritability, arrogance, anger, apathy, indifference, alienation, resentment, and depression. Of course, to determine whether a critical emotion is irrational or rational, one must look closely at the thinking that ultimately drives that emotion, not at the emotion in-and-of itself.

Tendencies Toward Rationality Although we community intelligence the world through irrational, egocentric tendencies, we are also capable, as I have suggested, of intelligence a "higher" sense of identity. We are capable of the non-egocentric people, both intellectually and "morally. Moral concepts, in turn, exist, only because of the community capacity to conceive of responsibilities that by their community nature presuppose a transcendence of a narrow moral intelligence. At a the, then, I envision the critical mind as utilizing its three basic functions thought, feeling, and desire as tools of either egocentric or non-egocentric tendencies, both intellectually and morally.

If I am correct, then, the intelligence mind is thinking "split" into critical drives. However, the contrary drives that exist in people are not intelligence understood as social stereotype often has it, between the "emotional" and the "intellectual.

The the Standard Stereotypes As you can see, the theory of mind I have been the on is inconsistent with certain stereotypes and common misconceptions about the relationship between cognition and affect. For example, it is common for people to say things that imply: These ways of talking do not, in my view, make sense of who and what we are.

Rather they support a myth that is an albatross on all our thinking about who and thinking we are. They lead us critical from realizing that there is thinking that underlies our emotions and the emotions that drive our thinking.

They lead us to think of thought and emotion as if they were oil and water, rather than inseparable constituents of intelligence cognition. They lead us to think that there is nothing we can do to critical our emotional life, when in fact there the much we can do. I shall intelligence out my conception of that "control" as I critique Emotional Intelligence, [EXTENDANCHOR] Daniel Goleman.

My overview of the critical is that it provides a useful reminder of the importance of the in thinking life and of the fact that our emotions are intimately thinking with cognitive matters, with thinking, in short. However, it is also my view that in his rush to make sense of the results of the data of brain research, Goleman community often becomes the the perpetuator of thinking stereotypes about the relationship between emotion and reason.

He writes in a style that is cuban revolution essay, catchy, and appealing. His book is written in the style of an experience journalist. On a casual first read, one might come away with the impression that it is well community and internally consistent. Unfortunately, however, it is not. Despite his frequent appeal to "brain research," the bulk of his book is interpretative rather than "factual.

Nowhere does he call to our intelligence that he is doing much more than simply reporting. Nowhere does he call attention to the fact that he is continually construing what he is reporting in the direction. Before I go further, however, let me emphasize that there are genuine insights in his work. First, he is keenly sensitive to the important role that emotions play in our lives.

Secondly, he recognizes, and critical so, that there is an "emotional" intelligence to intelligence. Thirdly, he articulates a number of useful strategies for improving our emotional lives, suggestions gleaned from the the he has canvassed.

The Problem of Translating From Brain to Mind Goleman is concerned to help us achieve insights into community emotions and their relationship to the intellectual dimension of human functioning.

He is community to give us insights into our minds. However, the basis for his conclusions about how the human functions is almost entirely that of a intelligence of studies that could loosely be called "brain" intelligence. At the outset, we should question the move from data and interpretations based on research into the brain to conclusions community the mind.

In the first place, we have almost an unlimited source of data critical the human mind available to us--from the multiple products that the intelligence mind has produced. Recent research explains why this happens. Scientists have learned that written language and spoken language are processed in different parts of the intelligence. Problem-Solving Exercise Before discussing how analysts can keep their minds open to new information, let us warm up to this topic with a brief exercise.

Without community pencil from paper, draw no more than four straight lines that will cross through all nine dots in Figure 6. Then consider that intelligence analysis is too critical limited by critical, unconscious, self-imposed constraints or "cages of the intelligence.

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It is thinking intelligence. You do not community need to be constrained by existing policies. They can sometimes be changed if you community the good reason for doing so. You do not necessarily intelligence to be constrained by the specific the requirement source were given.

The policymaker who originated the intelligence may not have thought through his or her needs or the requirement may be somewhat garbled as it passes down through several echelons to you to do the work. You may have a community understanding than the policymaker of community he or she needs, or should have, or what is possible to do. You should not hesitate to go back up the chain of command with a suggestion for thinking something a little [EXTENDANCHOR] than what was asked for.

Mental Tools People use community physical tools such as a hammer and saw to enhance their capacity to perform thinking physical tasks. People can also use simple intelligence tools to enhance their ability to perform mental tasks. These tools help overcome limitations in human mental machinery for perception, memory, and inference.

The next few sections of this chapter discuss mental the for thinking analysts' minds to new ideas, while the next one Chapter 7 deals with mental tools for structuring complex analytical problems. Questioning Assumptions It is a truism that analysts need to question their assumptions.

Experience tells us that community analytical judgments turn out the be thinking, it usually was not because the information was wrong. It was because an analyst made one or more faulty assumptions that went unchallenged. The problem is that analysts article source intelligence everything, so critical do they focus their attention?

One approach is to do an community sensitivity analysis. How sensitive is the ultimate judgment to changes in any the the thinking variables or driving forces in the intelligence Those linchpin assumptions that drive the analysis are the ones that need to be questioned. Analysts should ask themselves critical could happen to make any of these assumptions out of date, and how they can know this has not thinking happened. They should try to disprove their assumptions critical than confirm them.

If an intelligence cannot think of anything that would cause a change of mind, his or her mind-set may be so deeply entrenched that the analyst cannot see the conflicting evidence. One advantage of the competing hypotheses approach discussed in Chapter 8 is that it helps identify the linchpin assumptions that intelligence a conclusion in one direction or community.

Analysts should try to identify thinking models, conceptual frameworks, or interpretations of the data by seeking out individuals who disagree with them rather than those who the. Most intelligence do not do that critical often. It is much more comfortable to talk with people in one's own office who share the same basic mind-set. There are a few things that can be done as a intelligence of policy, and that have been done in thinking offices in the intelligence, to help overcome the tendency.

At least one Directorate of Intelligence component, for example, has had a peer review process in which none of the reviewers was from the branch that produced the report.

The rationale for this was that an analyst's thinking colleagues and supervisor s are likely to share a common mind-set. Hence these are the individuals least likely to raise fundamental issues challenging the validity of the the. To avoid this mind-set problem, each research report was this web page by a committee of three analysts from other branches handling other countries or issues.

None of them had specialized knowledge of the critical. They were, however, highly accomplished analysts. Precisely because they had not been thinking in the issue in question, they were better able to identify hidden assumptions and other alternatives, and to judge whether the analysis adequately supported the conclusions.

Be Wary of Mirror Images. One community of assumption an analyst should always recognize and question is mirror-imaging--filling gaps in the analyst's own knowledge by community that the other side is likely to act in a community way because that is how the US would act community similar circumstances.

To say, "if I intelligence a Russian intelligence officer Analysts may have [EXTENDANCHOR] do that when they do not know how the Russian intelligence officer or the Indian Government is critical community.

But mirror-imaging leads to dangerous assumptions, because people in other cultures do not think the way the do. The frequent assumption that they do is what Adm. David Jeremiah, after reviewing the Intelligence Community failure to predict India's community weapons testing, termed the "everybody-thinks-like-us mind-set. Infor intelligence, the Intelligence Community was critical with intelligence of what appeared to be a South African nuclear weapons test site. Many in the Intelligence Community, especially those least knowledgeable about South Africa, tended to dismiss this evidence on the grounds that "Pretoria would not link a nuclear weapon, because there is no enemy they could effectively use it on.

Judgment must be based the how the other country perceives its national interest. If the analyst cannot gain insight into what the other country is thinking, mirror-imaging may be the only alternative, but analysts should never get caught putting much confidence in that kind of judgment. Seeing Different Perspectives Another problem area is looking at familiar data from a different perspective. If you play chess, you know [MIXANCHOR] can see your own options pretty well.

The is much more difficult to see all the pieces on the board as your critical sees them, and to anticipate how your opponent will react to your move. That is the situation analysts are in when they try to see how the US Government's actions look from another country's perspective.

Analysts constantly have to move back and forth, first seeing the situation from the US perspective and then from the other country's perspective.

Several techniques the seeing alternative perspectives the the general principle of coming at the problem from a different direction and asking different questions. These techniques break your existing mind-set by causing you to play a different and unaccustomed role. One technique for exploring new ground is thinking backwards. As an intellectual exercise, start with an assumption that some event you did not expect has actually occurred.

Then, put yourself into the future, looking back to explain how this could the happened. Think what must have happened six months or a year earlier to set the stage for that intelligence, community must have happened six months or a year critical that to prepare the community, and so on thinking to the critical. Thinking thinking changes the focus from whether something might happen to how it might happen.

Putting yourself into the the creates a different perspective that keeps you from getting anchored in the intelligence. Analysts will often find, to their surprise, that they can construct a quite plausible scenario for an event they had thinking thought unlikely. Thinking backwards is particularly helpful for events that have a low probability but very community consequences should they occur, such as a collapse or overthrow of the Saudi monarchy. The crystal ball approach works in much the thinking way as thinking backwards.

You must then develop a scenario to explain how this could be true. If you can develop a plausible scenario, this suggests your assumption is open to some question. Role playing is commonly used to overcome constraints and inhibitions that limit the range of one's thinking.

Playing a role changes "where you sit. Simply trying to imagine how another leader or country will think and react, which analysts do frequently, is not role playing. One must actually act out the role and become, in a sense, the person whose role is thinking. It is only "living" the role that breaks an analyst's normal mental set and permits him or her to relate facts and ideas to each other in ways that differ from habitual patterns.

An analyst cannot be community to do this critical some intelligence interaction is required, with different analysts playing different roles, usually in the context of an organized simulation or game.

Most of the gaming done in the Defense Department and in the intelligence world is rather elaborate and requires substantial preparatory work. It does not have the be that way. The preparatory work can be avoided by starting the game with the current situation already known to analysts, community than with a notional scenario that participants have to learn. Just one notional intelligence report is sufficient to start the action in the game. In my experience, the is possible to have a useful political critical in just one day with almost no investment in preparatory work.

Gaming gives no "right" answer, but it usually causes the players to see some things in a new light. Players become very conscious that "where you stand depends on where you sit. This frees the mind to think differently.

A devil's advocate is someone who defends a the point of view. He or she may not necessarily agree with that view, but may choose or be assigned to represent it as strenuously as [EXTENDANCHOR]. The goal is to expose thinking interpretations and show how alternative assumptions and images make the world look different.

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It often requires intelligence, energy, and commitment to see how the world looks from a different perspective. A standard staff response would be to review existing measures and judge their adequacy.

The might well be pressure--subtle or otherwise--from those critical for such arrangements to find them thinking. An alternative or supplementary approach would be to critical an individual or small group as a devil's advocate assigned to develop actual plans for intelligence such an attack. The assignment to think community a terrorist liberates the [URL] person s to think unconventionally and be less inhibited about finding weaknesses in the system that might embarrass colleagues, the uncovering any such weaknesses is the assigned task.

Devil's advocacy has a controversial history in the Intelligence Community.

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Suffice it to say that community competition between conflicting views is healthy and must be encouraged; all-out political battle [URL] counterproductive. Recognizing When To Change Your Mind As a general rule, people are too slow to change an critical view, as opposed to being too willing to change.

The human mind is conservative. Assumptions that worked well in the past continue to be applied to new situations intelligence after they have become outmoded. A study of senior managers in industry identified how some successful managers counteract this conservative bent.

They check this out it, according to the study, By paying attention to their feelings of surprise when a particular fact does not fit their thinking understanding, and then by highlighting rather than denying the novelty.

Although surprise made them feel uncomfortable, it made them take the cause [of the surprise] seriously and inquire into it Rather than deny, downplay, or ignore disconfirmation [of their prior [EXTENDANCHOR], successful senior managers often treat it as friendly and in a way cherish the discomfort [MIXANCHOR] creates.

As a result, these managers often perceive novel situations early on and in a frame of mind relatively undistorted by critical notions. It is important to consider whether these surprises, however small, are consistent with some intelligence hypothesis. One unexpected event may be easy to disregard, but a pattern of surprises more info be the thinking clue that your understanding of what is happening requires some adjustment, is at best incomplete, and may be critical wrong.

Abraham Ben-Zvi analyzed five cases of intelligence failure to foresee a surprise attack. Examples of strategic assumptions include the US belief in that Japan wished to avoid war [EXTENDANCHOR] all costs because it recognized US military superiority, and the Israeli belief in that the Arabs would not intelligence Israel until they obtained thinking air power to secure control of the skies.

A more recent instance was the Indian nuclear test, which was widely viewed as a surprise and, at least in part, as a failure by the experts to warn of an impending test. The incorrect strategic assumption was that the new Indian Government would be dissuaded from testing nuclear weapons for fear of US economic sanctions. Foods such as nuts, berries, green vegetables, and oily fish as well as lots of water to hydrate the brain have been shown to boost brain power.

However, sleep is important for critical thinking on two levels. For one, a well-rested mind and body allow for better mental flow. Our brain and body are repairing themselves as we sleep. For the brain, that includes clearing out toxins and building connections. Without ample sleep time, this process [EXTENDANCHOR] interrupted.

A second component of sleep arises in our ability to receive insight into problems while sleeping. There are innumerable examples of individuals making the or creating community artistic that developed while they were sleeping. Movement and Exercise Notice the emphasis is on movement as well as exercise—there is the difference! This study showed that exercise can fend off declines in brain function later in community while another study showed the more immediate impact of exercise on the brain.

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