Book Summaries

Management of the Absurd Book Summary

This is one of my most favorite books – about twisted thinking that helps so much to widen perspectives, and increase tolerance for ambiguity. It is available at Amazon here:

1. the opposite of a profound truth is also true
2. nothing is as invisible as the obvious
3. the more important a relationship, the less skill matters
4. once you find a management technique that works, give it up
5. effective managers are not in control
6. most problems that people have are not problems
7. technology creates the opposite of its intended purpose
8. we think we invent technology, but technology also invents us
9. the more we communicate, the less we communicate
10. in communication, form is more important than content
11. listening is more difficult than talking
12. praising people does not motivate them
13. every act is a political act
14. the best resource for solving any problem is the person or group that presents the problem
15 organizations that need help most will benefit from it least
16. individuals are almost indestructible, but organizations are very fragile
17. the better things are, the worse they feel
18. we think we want creativity or change, but we really don’t
19. we want for ourselves not what we are missing, but more of what we already have
20. big changes are easier to make than small ones
21. we learn not from our failures but from our successes — and the failures of others
22. everything we try works, and nothing works
23. planning is an ineffective way to bring change
24. organizations change most by surviving calamities
25. people we think need changing are pretty good the way they are
26. every great strength is a great weakness
27. morale is unrelated to productivity
28. there are no leaders, there is only leadership
29. the more experienced the managers, the more they trust simple intuition
30. leaders cannot be trained, but they can be educated
31. in management, to be a professional, one must be an amateur
32. lost causes are the only ones worth fighting for
33. my advice is don’t take my advice

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John P. Kotter – Leading Change

In this context, John P. Kotter lists the most general lessons to be learned from both (I) the more successful cases and (II) the critical mistakes as follows:
I. Lessons from the more successful cases:
1. Establishing a sense of urgency
* Examining market and competitive realities
* Identifying and discursing crises, potential crises, or major opportunities
2. Forming a powerful guiding coalition
* Assembling a group with enough power to lead the change effort
* Encouraging the group to work together as a team
3. Creating a vision
* Creating a vision to help direct the change effort
* Developing strategies for achieving that vision
4. Communicating vision
* Using every vehicle possible to communicate the new vision and strategies
* Teaching new behaviors by the example of the guiding coalition
5. Empowering others to act on the vision
* Getting rid of obstancles to change
* Changing systems or structures that seriously undermine the vision
* Encouraging risk taking and nontraditional ideas, activities, and actions
6. Planning for and creating short-term wins
* Planning for visible performance improvements
* Creating those improvements
* Recognizing and rewarding employees involved in the improvements
7. Consolidating improvements and producing still more change
* Using increased credibility to change systems, structures, and policies that don’t fit the vision
* Hiring, promoting, and developing employees who can implement the vision
* Reinvigorating the process with new projects, themes, and change agents
8.Institutionalizing new approaches
* Articulating the connections between the new behaviors and corporate success
* Developing the means to ensure leadership development and succession
II. Lessons from the critical mistakes:
1. Not establishing enough sense of urgency – A transformation program requires the aggressive cooperation of many individuals. Without motivation, people won’t help and the effort goes nowhere.
2. Not creating a powerful guiding coalition – Companies that fail in this phase usually underestimate the difficulties of producing change and thus the importance of a powerful quiding coalition.
3. Lacking a vision – Without a sensible vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects that can take the organization in the wrong direction or nowhere at all.
4. Undercommunicating the vision – Transformation is impossible unless hundreds or thousands of people are willing to help, often to the point of making short-term sacrifices.
5. Not removing obstacles to the new vision – Sometimes the obstacle is the organizational structure: narrow job categories can seriously undermine efforts to increase productivity or make it very difficult even to think about customers. Sometimes compensation or performance-appraisal systems make people choose between the new vision and their own self-interest. Perhaps worst of all are bosses who refuse to change and who make demands that are inconsistent with the overall effort.
6. Not systematically planning and creating short-term wins – Creating short-term wins is different from hoping for short-term wins. The latter is passive, the former active. In a successful transformation, managers actively look for ways to obtain clear performance improvements, establish goals in the yearly planning system, achieve the objectives, and reward the people involved with recognition, promotions, and even money.
7. Declaring victory too soon – Instead of declaring victory, leaders of successful efforts use the credibility afforded by short-term wins to tackle even bigger problems.
8. Not anchoring changes in the corporation’s culture – Change sticks when it becomes “the way we do things around here,” when it seeps into the bloodstream of the corporate body. Until new behaviors are rooted in social norms and shared values, they are subject to degradation as soon as the pressure for change is removed.

Finally, John P. Kotter writes, “There are still more mistakes that people make, but these eight are the big ones. In reality, even successful change efforts are messy and full of surprises. But just as a relatively simple vision is needed to guide people through a major change, so a vision of the change process can reduce the error rate. And fewer errors can spell the difference between success and failure.”

To get this amazing book: http://www.amazon.com/Leading-Change-John-P-Kotter/dp/0875847471/ref=sr_1_1?ie=UTF8&s=books&qid=1282058444&sr=8-1

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Review of John Kotter’s “Leading Change”

“Over the past decade,” John P. Kotter writes, “I have watched more than a hundred companies try to remake themselves into significantly better competitors. They have included large organizations (Ford) and small ones (Landmark Communications), companies based in United States (General Motors) and elsewhere (British Airways), corporations that were on their knees (Eastern Airlines), and companies that were earning good money (Bristol-Myers Squibb). Their efforts have gone under many banners: total quality management, reengineering, right-sizing, restructuring, cultural change, and turnaround. But in almost every case the basic goal has been the same: to make fundamental changes in how business is conducted in order to help cope with a new, more challenging market environment. A few of these corporate change efforts have been very successful. A few have been utter failures. Most fall somewhere in between, with a distinct tilt toward the lower end of the scale. The lessons that can be drawn are interesting and will probably be relevant to even more organizations in the increasingly competitive business environment of the coming decade.”

In this context, John P. Kotter lists the most general lessons to be learned from both (I) the more successful cases and (II) the critical mistakes as follows:

I. Lessons from the more successful cases:

1. Establishing a sense of urgency

* Examining market and competitive realities

* Identifying and discursing crises, potential crises, or major opportunities

2. Forming a powerful guiding coalition

* Assembling a group with enough power to lead the change effort

* Encouraging the group to work together as a team

3. Creating a vision

* Creating a vision to help direct the change effort

* Developing strategies for achieving that vision

4. Communicating vision

* Using every vehicle possible to communicate the new vision and strategies

* Teaching new behaviors by the example of the guiding coalition

5. Empowering others to act on the vision

* Getting rid of obstancles to change

* Changing systems or structures that seriously undermine the vision

* Encouraging risk taking and nontraditional ideas, activities, and actions

6. Planning for and creating short-term wins

* Planning for visible performance improvements

* Creating those improvements

* Recognizing and rewarding employees involved in the improvements

7. Consolidating improvements and producing still more change

* Using increased credibility to change systems, structures, and policies that don’t fit the vision

* Hiring, promoting, and developing employees who can implement the vision

* Reinvigorating the process with new projects, themes, and change agents

8.Institutionalizing new approaches

* Articulating the connections between the new behaviors and corporate success

* Developing the means to ensure leadership development and succession

II. Lessons from the critical mistakes:

1. Not establishing enough sense of urgency – A transformation program requires the aggressive cooperation of many individuals. Without motivation, people won’t help and the effort goes nowhere.

2. Not creating a powerful guiding coalition – Companies that fail in this phase usually underestimate the difficulties of producing change and thus the importance of a powerful quiding coalition.

3. Lacking a vision – Without a sensible vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects that can take the organization in the wrong direction or nowhere at all.

4. Undercommunicating the vision – Transformation is impossible unless hundreds or thousands of people are willing to help, often to the point of making short-term sacrifices.

5. Not removing obstacles to the new vision – Sometimes the obstacle is the organizational structure: narrow job categories can seriously undermine efforts to increase productivity or make it very difficult even to think about customers. Sometimes compensation or performance-appraisal systems make people choose between the new vision and their own self-interest. Perhaps worst of all are bosses who refuse to change and who make demands that are inconsistent with the overall effort.

6. Not systematically planning and creating short-term wins – Creating short-term wins is different from hoping for short-term wins. The latter is passive, the former active. In a successful transformation, managers actively look for ways to obtain clear performance improvements, establish goals in the yearly planning system, achieve the objectives, and reward the people involved with recognition, promotions, and even money.

7. Declaring victory too soon – Instead of declaring victory, leaders of successful efforts use the credibility afforded by short-term wins to tackle even bigger problems.

8. Not anchoring changes in the corporation’s culture – Change sticks when it becomes “the way we do things around here,” when it seeps into the bloodstream of the corporate body. Until new behaviors are rooted in social norms and shared values, they are subject to degradation as soon as the pressure for change is removed.

Finally, John P. Kotter writes, “There are still more mistakes that people make, but these eight are the big ones. In reality, even successful change efforts are messy and full of surprises. But just as a relatively simple vision is needed to guide people through a major change, so a vision of the change process can reduce the error rate. And fewer errors can spell the difference between success and failure.”

Highly recommended.

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Four Hour Work Week Book Summary

Www.elance.com ‘personal assistants’ or ‘virtual assistants’ – read client revieww $4
www.yourmaninindia.com $6.25 – 24/7

Vas with backup/
ymii – personal acct mgr, that routes tasks to most qualified individuals
never use a new hire , prohibit small operation vas directing my work to untested freelancers without my written permission
rules to minimize damage: never use debit cards for online transactions
create new login for websites for va to use
ask them to use it everywhere
www.myevents.com
excellent en,sentences should be clear to grade two person
ask vas to confirm understanding before getting started
use small groups, break tasks in groups
set order of importance
interview by phone
1wk testing on ebay
purchase no prod in advance

The place you find gold is where no 1@ is looking for it
out of the chaos clarity emerges
develop load tolerance for ambiguity
everything of the interest takes place on the border between chaos and order
remain receptive to chaotic representations within the image stream
mind is a pattern making machine
you get more of what u reinforce
consciously set the dsirection, then let go of the need for conscious involvement
establish an area that i want  improvement in
think in sensory terms what would i see feel when goal is accomplished

Separate income from time
free time and automate income
reality is negotiable
an expert is someone who made all the mistakes he could make in his narrow field
find a market b4 designing a product
remove yourself as a bottleneck, profits will increase 40 percent
methodically destroy all of your assumptions about what can and cannor be done
goals should define very distinct and based on lifestyle priorities
visit fourhourworkweek.com for tools to establish priorities
minimum effective load – do min necessary for maximum effect
civilization had too nmany rules fdor me, so i had to rewrite themeverything popular is wrong
prevent work for the work sake
inactivity is not a goal , doing what excites u is
not be boss or employee, but be the owner
make a lot of money with specific reasons and a dreams to chase
ensure payday comes every day, cashflow first, big payday second
pursue the dream without reverting to work for work sake
if you free up time and location, ur money is worth 3 to 10 times more
replace assumptions
once you say u will settle for second – that,s what happens to u in life
rul
challenge status quo but dont be stupid; different is better when its more effective or more fun
rules:
retirement is worst case scenario insurance
2. Intertest and energy are cyclical
have cake and eat cake
r mnth oiverseas ffor 2 months od eork projects
focus on being productive, not busy
timing is never right
if you want to do it eventually – just do it and correct your course along the way
ask for forgiveness, not permission
if potential damage is reversible – don’t give people a chance to say no
emphasize strengths, don’t fix weaknesses
too much of what you want becomes smth you don’t want
do what u want, not obligated to do
relative income is more important than absolute income
(calculate per hour not per year)
goal – abour 5000 per hour
qanda – questions and actions
ask: what would happen if i would do the opposite of ppl around me
name your fear, vanish it if you can
2more strikes like this and i am out of here
risks are not that scary once you took them
you can always pick up ur career where u would leave it
actions may not always bring hjappiness, but there is no happiness without action
most of ppl will choose unhappiness over uncertainty
what are the limitations of the business model? Sometimes it’s at peak and u cannot sell it
why don’t i decide what my nightmare  is, the worst thing that could happen as the result of my trip
conquering fear = defining feae
you have comfort, u don’t have luxury
define your nightmare
what steps you need to get life under control
what are the benefits of more probable scenarios
if u r fired, what would u do to get things under financial control?
What r u putting off out of fear
what we most fear doing is what we need to do the most
define worst case, accept it and do it
person’s success in life is measured by the number of uncomfortable conversations he or she is willing to have
don’t only measure cost of action, also measure cost of inaction
the reasonable man tries to adapt to the world, the unreasonable persists on adapting world to himself, therefore all progress depends on an unreasonable man
d – definition
level of competition is fiercest for the reasonable and realistic goals
making them the most time and energy consuming
there is less competition for big goals
ask:
what do u want?
chdefiange to – what would excite me? Add – adventure deficit disorder
make goal eg. I want to make 1k per day
automated source of cashflow
– define alternate activities to ‘what do i want’
worst case – accepting terminal boredom as status quo
boredom is the enemy, not some abstract failure
how to correct course?: get unrealistic
dreamlining – apply time to dreams
1. Goals shift from ambiguous wants to defined steps
2. Goals have to be unrealistic to be effective
being should be replaced with doing
perfection it’s not when there is no more to add, but when there’s no more to take away
being busy is the way to avoid few critica purpose clearly 84 each book, affirm after
few mins of  break between the books
if
info later on will be activated spontaneously in various ciontexts
brain is encoded with info to generate new behaviors according to the needs
activation:
i am entering high
feel a wave@of relaxation, recall memory of a good feeling
focus awareness within, enter the learning state
here i have access to creativity, perceptual ability,and i am in contact with abundant resources of my mind and body, imagine that u perceive yourself on a timeline
with the line representing where i have come from and where i am going
past is to the left or behind, and future in opposite direction
imagine present moment,float gently over the timeline slightly above it,see the life in perspective far below, imagine past events leading up to the present moment of life, and extending the other way is the future – bright and full of possibilities
float to the future when

Listen to our feelings about our thoughts

Hr, sales,web comments,
do not use ur home address or u will get visitors
get used to acting outside the box
by working 8 hrs a day u may become a boss and work 12 hrs a day
goal – unrestricted mobility
separate activitied from a single environment
make mistakes of ambition, but not mistakes of slop
pride is stupid. Being able to quit things is being a winner
don’t confuse complex with the difficult – many things are simple, they are just emotionally difficult to act upon, you wont be worse off
love is like an ozon layer – u never miss it till its gone
several mankind phobias:
quitting is permanent
i wont be able tto paty the bills
how long could u survive with all the current assets/resources?
Few things are fatal, especially for smart people
simple advice for success: double ur rate of failure
2 types of mistakes: mistakes of ambition and mistakes of slop, when we decide not to do smth because of fear
consequences of bad decisions do not get better with age
only those who are asleep do not male mistakes
person who has more options has more power
simple wilingness to improvise in the long time is more vital thanresearch
there is more to life than increasing its speed
not see the world, but experience it
mini-retirement = recurring
fortune favours the bold
it takes 2-3 months to fully unplug urself from the routine
learn to slow down,get lost intentionally
luxury is limited by ur creativity and familiarity with ur locale

Find a person who can give 1000 word summary of one of business

Capital isn’t so important in business, experience isn’t – you can get both of these, ideas are
abc, if you don’t have faith, borrow mine!
Having best players is not enough, having best players in the right places(strength zones) is

Brickwork – only business, or Ymii – both business and personal

becoming nr is not about working smarter, it is about building a system to replace urself
va 1 – assign personal tasks
2 – business tasks that do not include financial info or identify ur company
review is required to prevent abuse of power
automation applied to efficient operations will magnify the efficiency
automation applied to inefficient opswill magnify inefficiency – bill gates
unless smth is defined and is important – no one should do it
never delegate smth that can be automated
eliminate before u delegatye
rule 1
refine rules and processes b4 adding ppl
2 each task delegated muist be time consuming and well defined
3 have someone in india send emails to ur friends as ur personal consierge to set lunch dates
find out costs, blueprints,
web research
scheduling meetings, appointments, online purchases, website maintenance content upload
monitoring, editing and publishing comments for online discussions, proofreading, document reation, online research for updating blogs, maintaining db for crm sw, recruitment mgt, upd invoices
voicemail transcription
bworks – market research, financial research, busoness plans, trend analysis, market assessment reports, preparing presentations, reports and newsletters,legal research, analytics, website development, seo, credit scoring, procurement processes
ymii reminders/wakeup,find jobs
reminding to collect parking fines
sending flowers to spouses of clients
ordering groceries based on specific diet plan
getting a job, finding parking in target city before trip,
keep pace with what client wants to read
4-15 per hr
metric – cost per completed task, not cost per hr
set hour cap
credibility indicator
www.contactanycelebrity.com
become an astute observer of what is already working and adopt it
www.domainsinseconds.com
dont assemble architecrture of  strangers
fewer options = more revenue

Bill gates co-founder of ms: the vision is really about empowering workers, giving them all of the information about what is going on so they can do a lot more then they have done inthe past
as much of access to info and as much of decision making power as possible
goal is to grant
have@ a scalable model
people are smarter than u think, give them a chance to prove themselves
ask ‘is that reasonable?’
do not
relisten 26
profit is only profitable to the extent u can use it
the world is flat
brickwork – remote exec assistance
web research
ymii – pay bills, online shopping
have ppl work for u while u sleep
the future is here, it’s just not widely distributed yet

Best defense is good offence
More customers = more housekeeping, but not necessarily more revenue
min numb of cust and min housekeeping is the goal
apply 80 20 to
customers / sales
advertising – identify commonalities and isolate – use radio and television but not newspapers and magazines with long lead time
online affiliates and partners
being busy is a form of laziness
lack of time = lack of priorities
enough of caffeine to get entire olympics team disqualified
end product of shorter deadline is of equal or higher quality
by greater focus
approaches. 1 limit tasks to important 80 20
2 limit time to limit tasks to important
combine: identify few critical taskks that cont most to income and schedule them with short and very clear deadlines – parkinsons law
time is wasted in proportion to the amount that is available
low information diet
three times a day at scheduled times ask: am i being productive or just active? Am i inventing things to do to avoid important?
Demonstrate results vs showing dedication
key to having more time is doing less
define a short to do list and define not to do list
if u had heart attack and had to work two hours a day, wha t would u do?
If u had second heart attack and had to work 2 hrs per week, what would u do?
Remove 4/5th of activities, wht would u do to keep negative income to a minimum
always arrive to office with clear list of priorities
there should be no more than 2 missioncritical items for each day
if there are multiple items, ask – if this is the only item i would accomplish today, will I be satisfied?
Set post it note – r u inventing things to do to avoid important
do not multitask – it is a symptom of task creep
shorten schedules to impossibly short to  focus on important – parkinsons law
leave at 4pm
minimize number of items in todo list
stop asking for opinions and start
proposing solutions
stop back and forth and make a decision
Use ‘can i make a  suggestion’ or  ‘let’s try… And then try smth else if it doesn’t work’
cultivate selective ignorance
wealth of information creates a poverty of attention
i don’t respond to emergencies, so emergencies don’t exist or dont come to me – they disappear as you remove yourself as the information bottleneck and empower others
there are many things a wise man wants to be ignorant about
e.g. unactionable’ interruptions
st1 develop low info diet, ensure that the right amount of information is from right sources
increased output necessitates decreased input
info: negative, irrelevant to ur goals, outside of ur influence
read autobio books ‘how i did it’
read sections with immediate next steps
develop template email and call script
pxmethod.com
no web suurfing unless itis necessary to complete tasks for that day
will i use info for smth immediate and important? If no, don’t consume it
practice art of non finishing
get 2 numbers
in school, make a long list of questions and bother TA for 3 hours so he thinks next time before giving me bad mark
learn to be difficult when counts
make bothering me more painful than leaving me in peace
meetings should be held only to find a solution to a pre defined situation
batches ege email to avoid switching costs
goal grant as much of authority, information and  independent decision making as possible
to improve is to change; to be perfect is to change often

Be more growth oriented, than goal oriented

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Genius Code – Book Notes

Subconscious mind is activated by inquiry
qsk questions to draw out answer from vast intelligence – based on own awarenesssocratic way
a. Einstein – parallel thinking, deep thought experiment – connect to far regions by asking how something would look like

Speaking during image streaming – reinforcing connections to separate far regions of the brain

Images – right and back parts of the brain

Image streaming – go in it without agenda
stream consistts of central message or insight that is highlited by colour
and richness
goal is to receive info consciously, turning it from offline to online, decode co,,unic to interpret its meaning
sensory stream = metaphoric communication
to receive more info – think metaforically
‘genius code’
consciously think abt problem using difft regions of brain
neurons habbituate to the problem, so we no longer see it
change the way u look at the problm and u r waking ur brain
metafor helps to add fresh look
freenoting – write faster than thinking; editor and noise are two types of interference for imagestream; remove noise by meditation to quoet body mind
over thhe wall

If you dont know what to ask – ask what it is that i should be asking
over the wall – ask open ended questions

Feelings matter to the extent they interfere with the shared goal at work
opennes
honesty
trst
smooth communication

Each time you respond to your own perception of something – u reinforce it
Consciousness involves information that is not present
consciousness is not about information, but its opposite -order
consciousness has evolved to jelp us handle life more efficiently

consciousness – user interface
sensory language of the image stream
Stretch/ drink before next book, relax
direct learning activation stage
direct inner mind to generate behaviours – playing as if according to the goals specified
perform mental simulation of future
stretching back is the past, imagine that stretching forward off to the right zis future
dothis to facilitate direct learning activation
do not activate using conscious mind as it will interfere
test: does vision of ur organization describe ur day to day activities?

Attract new consulting clients by contributing unselfishly
Intelligence z- capacity to solve problems or create value
treat gkobal firm as the single team that is rewarded upon performance; antire firm as the single profit centre
disapprove workoholics

Answer is not a solution untill it is acted upon and put in effect

Amount of brain dedicated to conscious functions is about 2percent

Recognize dreams upon awakening
lucidity – fecognizing that dreaming from within the dream
dreams are honest reflections of own emotional history,
if we awaken in middle of dream – write it down – feeling , segment or entire dream
tell own mind when to awaken
gaze at the point, relax, ask urself what do u desire from a dream state tonight,if there is issue – bring it to thje mind now, clarify goals for the session, open mind to seek answers, close eyes and let consc mind explore the world within
notice with inner eyes all the changes that occur,
inner awareness is available to me completely, with the inner direction
continuing even thru dream state
remain lucid with full awareness of the dreaming mind, let the mind wander into the state of relaxed awareness
deeper awareness and clear purpose are fully available to me
connecting a dreaming mind and awakening mind is a bridge to learning, it ensures heightened awareness
success in life
PRe conscious processor
transfer skills from books directly into neurological network
photoreading
direct learning to transfer implicit learning into explicit(\onscious)
15cm conscious vs 11 miles subconscious perception
same density
recognize connections and help them happen
phtrd1 prepazare(establish purpose and outcome 1m-30 sec), preview ?1 min per book – prime the mind for interest and involvement), photoread, rapid read
Photoread
define purpose 84 each book(all i photoread leaves a lasting impression in me,my brain accurately sorts fact from fiction)
have a solid closing affirmation
preview 1-2 mins, notice the main idea
300 pages turn pages -n 5 mins
choose an env that is good foor reading
think on how the book is relevant to my learning

imagine top back tangerine, imagine visual field opening up and widening
maintain relaxed state of alertness
gently open eyes, photofocus on the page
have eyes look through the centre of the book like with x ray vision
be aware abt edges of the book and space between paragraphs
turn pages maintaining steady and relaxed state
breathe deeply, evenly, continue to relax
u can go backwards upside down if u like
when finished, close the book, close the eyes, and go inside of my own silent scene
relax and let conscious mind to llet go of the info as it already made way to subconscious mind
allow all resources to process further what was experienced
take a moment to acknowledge feelings evolved
relax even more, and allow connections between conscious and subcon mind and further resources to continue to develop
imagine the connection strengthening now
enjoy a feeling of freedom that comes, let the mind bring forth the knowledge you desire
let the proc of info transfer continue at subcon level, relax, all that i photoread is fully available to me in future
slowly come back to outwardly directed mind
do this with all 5books, then do direct learning activation:
track 60
breathe, 321 relax, give yourself affirmations, get in photofocus, read next book
state purpose clearly 84 each book, affirm after
few mins of break between the books
if
info later on will be activated spontaneously in various ciontexts
brain is encoded with info to generate new behaviors according to the needs
activation:
i am entering high
feel a wave@of relaxation, recall memory of a good feeling
focus awareness within, enter the learning state
here i have access to creativity, perceptual ability,and i am in contact with abundant resources of my mind and body, imagine that u perceive yourself on a timeline
with the line representing where i have come from and where i am going
past is to the left or behind, and future in opposite direction
imagine present moment,float gently over the timeline slightly above it,see the life in perspective far below, imagine past events leading up to the present moment of life, and extending the other way is the future – bright and full of possibilities
float to the future when i am successfully acheiving the results specified
i am enjoying the exact success i desire
imagine drifting downward into the timeline into ur own body
and having new behaviours that help me, see through own eyes success that was desired as a reality, what does success feel like in my head
is it now how i wanted? If not – modify it now
remember 2-3 significant events that led me to my achievement
notice my responses successful, solidify my responses
float back in present back intoquiet place
enjoy constructive ideas from own imagination, imagine the things i photoread ansconnected with me so easily
i am becoming fully integrated
knowledge is spontaneously available to me in all appropriate settings
whenever i want i get them

Photo read steps:
1 always state the purpose
2. Progressive relaxation to enter resource level – breathing calmly, relax the physical body, internal awareness is a way of becoming more alert, relax mentally, enter state of accelerative learning 3 2 1 to enter, give a set of subconscious affirmations to direct leaarning to subconscious mind ‘as i phjhotoread, my body and mind are fully involved’
bring awareness to few inches above and behind my head – ideal point of awareness
open eyes, relax , look right thru centre of the book, notice paragraphs and corners
perceive both pages simultaneously
turn the pages in a steady rhythm
repeat relax with every flip of the page
when flipped all pages, close the book, cose eyes and affirm state of mastery with material
‘ i am curious as to how many ways the info will suport me

relax when flipping pages
photoread 3-5 books in single excercise

High thinktank conceals from
iconscious mind the question that is being asked
1 write 5 questions, focus on same one used in photo reading
2 shuffle, select one without looking at q
3 close eyes and look at images and impressions
4 find out what is common in 3 streams
5 extract and report on derived similarities
6 open q

make 5 questions, shuffle, choose 1
setup keyboard
to keep track of descriptions
not to guess what the question is but tune in into what mind tells the answer is
get 3 sets of imagery on chosen question
record descriptions we are thinking about in high think tank image streaning process
extract as much of sensory detail from each image as possible
complete all 3, then get into comparison
turn on feeling good by remembering it
(memory and imagination)
breathe in from below and behind nostrils all the way from heels
sweep body clean with exhaled breath
clarify what was between me and my@perception
-magestream for 1-2 mins per one out of 3 times,write observatons, compare similarities
– looking for common elements or themes running across imagestreams, goal to identify key meaning, make comparisons out lloud
read question consciously and understand how common theme answers it out loud for 4-5 mins
****
recommendation summary
do 1 question out of 6 at anytime
later on replace it with 1 new one
questions should be very different so that answers are not confusable
10 mins per question
do a thinktank every day for 30 days
answes onday 22 may come when starting to write a question – having a channel open
do image streaming too
Exformation – information filtered by sensors of conscious mind
over the wall – brings exf and inf into consciousnes
cracking the code of imagestream
all representations in consciousness are encoded as visual, auditory, kinestetic or feeling, and senses of smell and taste. Any association will aapear as complex of these representations
when perceiving, consider 1. The content of msg 2. The process, or how it is presented in mind
how is just as impt as the thing itself
the deeper the description – the deeper we are reaching from far regions of subcon mind to con
use over the wall to create inventions – item is presented as is
other – as metafore, not try to figure out until details are drawn out completely – stay with description, remain indescriptive mode in the flow of experiential intelligence – go with sensory observation first,:
to find meaning:
1. The more richly textured – the better chances to discover the meaning
2. The more rapidly describe – the better chances to outrun internal editor
3 the more senses u engage in noticing and describing – the better the contact is with senses
better chances to discover the meaning
4 after experiencing over the wall, look around to experiment what else u experience
5. Question other objects or senses in experience
– feature questioning /clarification questioning . Inductive inference – taking 3 difft scenes to explain the answer, infer meaning from common elements.subcon to con in code of sensory images
decoding image stream to language is person specific
one of the main ways to translate is to request 3 representations that can contrast three distinct communications, notice similarities and keep learning about symbolic communication; infer the meaning from wht is the same
with 3 answers we do triangulation
distinguish facts (that are primary reaction)from feelings(secondary, they are shakier, less true to the experience); solid ground – primary description
notice the associations that pop up when i am describing smth
, strongest associations are the key
learn to recognize symbols in own imagery
dreaming realities book:
2 interpret dreams, write in 2 columns, left – predominant list of symbols, right – immediate conscious associations to each
——–
when then test
explore the order of the sequence of the imagestream as it has significance
when i arrived to the tree, then a frog looked at me
it smiled, than climbed up; sequence offers a strategy
** pay special attention to last few moments of experience, ideas that appear last are most likely to be free from conscious distortion
level of generality or specificity , focus on alternative interpretations of dominnat yet specific aspect of the image stream u received, then ask questions about it
why r u in the scene? Why are u in this position of the scene?
Why r u the color that ur?
What is my role in the scene?
Go with the flow of additional sensory imagesand do not verbalize the answers, pay attention to associated symbols, images
mtaphores then describe them
link between experiential intellligence
decoding comm and learning are synonyms, helps to pull up to higher perspective in life
perceptive and receptive functins of right brain , left brain – reflective intelligence
sometimes we do not know the question we are answering

Direct learning
photoread 5 books
3 directly related to topic, 2 indir
imagine time in future when already integrated new behaviours
make no conscious effort to reinforce the change
specify purpose b4
must know what behaviours i desire for it to be effective
choose practical how to books
choose books, preview them all than photoread. State purpose clearly before each book
affirmation after each one

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