Understanding motivation management part 1.3

In part 1.2 we learned that we use focus and filters to recreate our reality. I want to address why we filter the way we do and focus on the things we focus on. In previous articles I have used values, beliefs, experiences and significant memories to explain about our mental behaviours and habits but I did not explain what they are or how they became to be. From learning how values and beliefs are created, one can change them, value one above others, and doing so you can literally change what your focus on. Motivation management is directing focus and focus is the key to action.

We all have values. We have complicated and not so complicated values that we logically derived in our minds and we value different values differently. If you have a brother, you would value him more than a total stranger. Unless your logic says other wise, like if your brother is a total nut job. This may be a complicated value, where you many have numerous variables jumble up to come up with a logical value of your brother. However from part 1.1, I have explained how logic is really illogical because it is based on your beliefs, which in turn is dependent on how you see your reality and how you mentally recreate it through filters and focus. So you see its all jumbled up. The point is, values are what make our subconscious, or unconscious habit, to focus on the things we value most.

We focus on what we value most at any given time, subconsciously. And the logic behind the valuing process is also done subconsciously. The question is where did this logical process come from?
All this begins when you were baby.

You may not remember your baby memories, but every single moment was a new discovery of awe and terror. And all the significant events were experienced and memorised by your subconscious. I say significant, but what it is, is the realisation of the need to protect your self. The very first realisation, by your subconscious, of knowing you are vulnerable, you build mental defences. The problem here is that you were a baby when you defined the vulnerability, and with your baby logic you sort after and built the defences. This very first logic becomes the foundation on which your personality, character or ego is grown from. For example, Luke is a person who has to get things done the right way and cheating is wrong. This behaviour if you dig deep enough is due to, Luke not wanting others to see him as a person who doesn’t have morals. This can be dug deeper and see that Luke while very, very young had parents who were very strict in morals and passed the belief to their son. The son, who as a baby felt vulnerable if he did not have his parent’s approval, subconsciously defended himself by doing anything and everything his parents approved of. As this can be one of his logic and belief of reality and a foundation to his personality, his values drive him to focus on doing things the right way, the moral way. Luke’s subconscious will focus on things that can go against his morals and this may be more important to him than any other values.

Your behaviour, habits and actions are the results of focus, and focus is the result of values and beliefs, and values and beliefs are results of experiences and memories of significant events in your life. As all this takes place and gets installed in you when you are less the two years old, it is possible to install new understanding of the reality, and change some illogical logic, and reorder undesirable values, for you to focus to achieve motivation management.

This ends the part 1 of understanding Motivation Management.
In Part 2.1: definition of success.
By J.H. Lee (motivation management blog)

Understanding motivation management part 1.2

From part 1.1, each individual sees the world in his or her unique way in terms of sensory acuity. To go further into understanding motivation management we must understand that focus is the key to get direction and action. In this unique world or reality recreated in our minds, we have filters to delete, distort and generalize the information according to our focus. Focus comes from our beliefs, values, experiences and significant memories.

Filters are nature’s way of preventing our brains from overloading with information that we receive from our sensors. One of three general filters is the deletion process. We delete information that the subconscious deems not important. The subconscious knows what is important because we consciously focus on the important information. We do not delete all things but delete enough to keep the information to the minimal like photographs. What you focus on is clear, but the rest is a blur. If you were at a park looking into the eyes of your significant other, you would probably have deleted all the trees, the dogs, the people walking past, and even your wet bottom from grass dues. But, “wait a minute” you say “I do see them”. Of cause you do! Because I made you focus on these things and people. Right now while you are reading this, you are deleting the information that your sensors are telling the subconscious that there is pulsing of blood in your left ankle. And ones again focus is changed and you are very well aware of the pulsing.

Second and third filters are distortion and generalization. The human brain has the awesome power of pattern recognition. This means we can recognize objects like TVs, computers, cars, woman, man, child, etc. Although these objects are not exactly the same we recognize the patterns that distinguish what makes a TV a TV and our brain wants to recognize all and any images, sounds and touches. If we see something that looks like something your subconscious tries to decipher the pattern of the object and compares it to its repository of memorized patterns. Have you ever jumped up ten feet because you saw a snake, but when you looked back it was just a coil of rope. This is called distortion, and we do it every day of our lives. A common example is to hear someone say something but distort it and hear something else altogether. It happens all the time. Part of distortion is because we generalize most things. The patterns that we look for are generalized to our unique experiences and memories. A person who hates snakes sees, hears, and have a unique feelings towards snakes and these are some of the variables that make up a pattern. As soon as a pattern is recognized these variables also come up and gives you the image, sound, and the unique feeling towards the identified pattern. By generalizing we only identify past patterns and we either distort or delete the actual information. Its like a woman who says “men are all thick in the head”. This is a generalization because she could not have known all men died or living, and because of one memory of a man she knew, which could be significant, gave her a bad experience she now generalizes all men are thick headed.

Knowing we all have filters that delete, distort and generalize, we can be aware of these filters in our communications. Knowing the other’s focus, what they delete, distort and generalize, we can influence what to focus, what to delete and not delete, distort or not distort, or generalize or not to generalize. Motivation management is how one can direct focus to the things that needs to be focused upon.

In the next part 1.3, values and beliefs, past experiences and significant memories, define the general filters.
By J.H. Lee (motivation management blog)

Understanding motivation management part 1.1

The very basics of understanding Motivational Management is to know how a person thinks, how the person feels, habits, associations and all that is the person as a character or ego. To even come to this point it takes a lot of base knowledge to understand how to find out who the character or ego is.

The first thing to know is that the reality we see is not actual reality. The things we see, hear, touch, smell, and taste are nothing more than sensory signals understood by our brain as the reality. So the reality you think you’re seeing, hearing and touching right now is not the reality but a recreation of the reality in your mental mind by your brain taking in information through your senses.

Now the funny thing is, this means that our reality that we recreate every single microsecond of our life is dependent on our sensors to accurately measure the actual reality. And of cause we do not. Our eyes cannot see all that is happening in the universe and hear or touch for that matter. Our brains can take in only so much information that we delete most of what we see, hear, and feel, and we reuse or generalize information gathered to recreate the reality to a comfortable image rather than what is, and even distort what we see to fit the information to the reusable memory we stored in the past.

Now the quest is, does each individual see, hear and feel exactly alike? And the answer is no, we do not. Our levels of acuity of our senses are different to each individual. A person who played piano for only a month can not distinguish each individual notes when hearing a melody compared to a person who has been playing piano for over ten years, and can very well tell apart each individual note of the same melody. So our ability to measure accurately the reality through our senses is limited and depends on how acute our senses are. Our sensory acuity and what we delete, distort and generalize is different to each individual, and the conclusion that we can draw from this understanding is that there are no two individuals that ever lived, or will live, will see, hear or touch the world in exactly the same way.

Having an understanding of this, it is a marvel how we communicate so well and yet so poorly. The level of communication we use today is just adequate to maintain a semblance of working order. With our technology today it is a wonder how we fail to device a new level of communication and make great efficiency and optimality the education level of our socialites. Motivational Management is the very act of communication of the next level. The ability to communicate fully may be the answer you seek.
By J.H.Lee (motivation management blog)