Dr. Amishi Jha shares the results of her research to provide a simple solution to improve your focus.
You’ll Learn:
- The biggest myth about our attention spans
- The four reasons your attention is getting hijacked
- The three systems of attention—and how to train them
About Amishi
Dr. Amishi Jha is a professor of psychology at the University of Miami. She serves as the Director of Contemplative Neuroscience for the Mindfulness Research and Practice Initiative, which she co-founded in 2010. She received her Ph.D. from the University of California–Davis and postdoctoral training at the Brain Imaging and Analysis Center at Duke University. Dr. Jha’s work has been featured at NATO, the World Economic Forum, and The Pentagon. She has received coverage in The New York Times, NPR, TIME, Forbes and more. You can find Dr. Jha at http://amishi.com/lab.
- Amishi’s book: Peak Mind: Find Your Focus, Own Your Attention, Invest 12 Minutes a Day
- Amishi’s website: Amishi.com
Resources Mentioned
- Study: The Stroop effect
- Study: SART
- Study: O-span Task
- Methodology: Mindfulness-Based Stress Reduction
- Book: The Essential Rumi by Jalal al-Din Rumi and Coleman Barks
Dr. Amishi Jha Interview Transcript
Pete Mockaitis
Amishi, welcome to How to be Awesome at Your Job.
Amishi Jha
It’s great to be here.
Pete Mockaitis
Well, I’m excited to chat with you about focus and attention. That comes up a lot from listeners. And at first, I was hoping you could settle this for me once and for all. Goldfish attention spans, human attention spans, shrinking, being worse than that of a goldfish? Is this a myth? How is this measured? How do we even know if the status of the American attention spans this day and age?
Amishi Jha
Great question. And the answer is, no, we do not have the attention span of a goldfish. We are stable in our attention. It has not shrunk.
Pete Mockaitis
Oh, okay.
Amishi Jha
In fact, there’s nothing really wrong with our attention, and that’s the sort of paradox at this moment, is that, oftentimes, we feel like our attention is in crisis, but, frankly, our attention systems are working perfectly. And to answer your question about how we know, it’s because we, as cognitive neuroscientists who study attention, have been using the same type of basic attention tasks for decades, about four or five decades now, and we haven’t seen a blip or a change since the advent of the internet and the advent of smartphones and their prevalence. Nothing has really changed. We’re still pretty much the same brain we’ve been for quite some time.
Pete Mockaitis
And what is the attention task that you use?
Amishi Jha
There’s a whole bunch of them but one example would be where we, for example, would have people come into the lab, and their task is to sit in front of a computer screen, and they see a series of digits on the screen, kind of appearing one, let’s say one every second or so, and press a button every time you see a digit, except if that digit is three. And when you see a three, withhold their response. But the threes only appear about 5% of the time. So, that’s one example.
And what happens is people are terrible at this task, and they’ve always been terrible at this task, because it seems pretty simple to just look at a digit on the screen and press a button. But we are very much prone to what’s called mind wandering or internal distract-ability. And that rate of internal distract-ability is pretty stable. It’s a high number. About 50% of our waking moments, we can get hijacked away from the task at hand. But that number has not gone up since, like I said, cellphones, internet, etc.
And then there’s other ways we can do it, too, looking at things called working memory, where we’re just looking at sort of the cache or RAM, if you will, of your mind, your internal capacity to have a scratch space. That also has not changed over time.
Pete Mockaitis
Well, I’m just a nudge enough of a dork, so if you’ll indulge me, I’d love to know all of these because I went down this rabbit hole of research associated with the Stroop word color test, and even found a game on the iPhone called Stroop, which lets you put red, green, red, because – for listeners not in the know, it might show the word red written in a green font, color, and you have to select the font, color from options which may also be mixed. So, it’s tricky for your brain to attend to the thing and subdue or ignore the other thing you might naturally do. And so, that’s just kind of fun.
I don’t know if I’m actually doing something good for my brain by playing this repeatedly and trying to beat my score. Well, you tell me, is that a helpful activity?
Amishi Jha
I love that you’re interested in the Stroop test, and, yes, just to like refresh people in terms of what this task is because it’s a classic task of attention. And what we’re doing is unnaturally making your brain go to war with itself. So, the task itself is, yes, you’ll see a series of words on a screen, and your job is to press a button indicating the color of the font and do that as fast as possible.
Most of the time, when the font color is presented and it’s some all X’s or all O’s, we have no problem with this. We just press the button to indicate the color. But when we make it go to war with itself, we’re actually causing your brain to have to inhibit a very, very natural and automatic process, which is reading.
So, now we’re going to present those words, like you said, in the letters of a color word, so the word yellow would be in orange font, or something like that, so there’s a conflict there. Your job is to detect the font color, but the word yellow is so prominent that you want to say yellow in that and you’d be wrong. So, it absolutely is engaging, a very specific kind of attention process, executive control, but if you keep doing it over and over again, probably you’ll get better at the task and not much else. Not much else.
Pete Mockaitis
I was hoping to correlate to something.
Amishi Jha
Yeah, that’s the thing about the brain. It’s a smart organ and it will get very specific in its ability to maximize learning, but it’s also very context-specific. So, now if I give you some other tasks where I put your brain at war with itself, you may not benefit because you’re well-practiced at color word inhibition but you may not be very practiced at some other form of inhibition.
And, actually, it’s so funny that you mentioned that because it’s much related to the kind of things that we were doing in my lab. Brain-training games are so prominent and they’re available all over. Like you said, you downloaded an app to do this, but it ends up that there’s not a lot of generalizability. There’s not a lot of evidence that, after doing this game a hundred times, or let’s even say every day of the course of a year, you might see that your score on the game is getting better and better and better, but now if I transferred to some other tasks, it’s going to be back to where it was as if you’d never seen this kind of task before.
Pete Mockaitis
Okay. So, for the research dorks, we got the Stroop word color is one thing, and you described the digit. What’s the name of that test?
Amishi Jha
That’s called the Sustained Attention Response Test, SART, yeah.
Pete Mockaitis
Sustained Attention Response Test. And there was a third one?
Amishi Jha
Oh, there’s many, many. We could spend our whole time just talking about tasks, but I’ll just give you another one that’s pretty straightforward. And that is something called the operations span task, and this is a classic way that we index what’s called working memory, this ability to maintain and manipulate information over very short intervals. Like I said, the cache or RAM, if you think of a computer analogy for the brain.
So, we don’t need to remember this information forever. We just need to remember it long enough for us to be able to use it. So, in the operations span task, what happens is we present a series of letters that you see, and your job is to remember those letters, but intervening between the presentation of the letters will be a simple math problem. So, it would be like ADZ, and then you’d have to do simple math, and some other set of letters, then simple math again. And at some point, you’ll see a bigger screen that has a whole bunch of letters on it, and you have to click all the ones that were part of those that you were asked to remember.
And people can do this reasonably well but it gives us a very solid notion of what the capacity of working memory is, which is, essentially, the ability to maintain, like I said, the information with this interfering stuff, the simple math, which is requiring work of your brain and potentially causing problems with you being able to remember it so you got to work a little extra hard to remember the information. And on those working memory tasks, like this O-span task, like I said, 50 years, not really any change in terms of how people perform on it. So, we’re not really shrinking in our capacity to pay attention and remember information in this way.
Pete Mockaitis
Well, that is so fun to hear, well, one, I guess, it gives you more hope for our species and our future. And, two, it’s almost a trope nowadays, like, “Oh, with digital distractions, our minds are being hijacked and so…” You’re saying, “Well, no, according to the measures we’ve had for decades, it looks like our attention spans are actually doing okay.” Is something different? Has something changed? It feels like it has in our experience.
Amishi Jha
Well, both of the things that you said are true. Our attention is more prone to being hijacked and our attention spans are unchanged. So, why is our attention more prone to being hijacked? Because the opportunities for distraction are greater in our day-to-day lives. And the way in which we are prone to distraction is because social media companies, technology developers, are gaming the way the brain is organized.
There’s a reason why when you go on a particular website, let’s say a social media website, your name is prominent, the content is pretty much tied to what is of interest to you, it’s catered to you. There’s also a reason why things that are fear-inducing, threatening, novel, interesting, grab your attention. In fact, your attention is the commodity, is the product that the social media company is selling to make money for its own company.
So, yes, it absolutely is the case that you are going to be sucked in because not of your own failings, but because a team of engineers, not just an engineer or two, but like literally hundreds of people have built very sophisticated algorithms that not only know how your attention work but know precisely how to tune the enticements to your attention so that you will spend as much time as possible on the app.
And so, if you notice the qualities of that information – self-related, threatening, fear-inducing, novel – this is what the brain is tuned for through our evolutionary programming, through our evolutionary development. Of course, it’s the case that you’ll drop everything and pay attention to something novel, interesting, or threatening, or related to you, because that advantaged your survival over the millennia that humans have existed.
So, that’s what’s being sort of gamed and capitalized upon. And that’s why the way we’re going to have to battle the hijacking of our attention is going to require something different. We can’t simply just break up with our phones. We’re going to have to do something in a different manner to be able to manage the kind of pull we’re going to get on our attention. Very different from saying that there’s something wrong with our attention. There’s not.
Pete Mockaitis
I hear you. So, in a lab-controlled setting, where the smartphone is away is like, “Hey, our mental capabilities are pretty similar to how they’ve been but in the real life, we’ve got distraction machines surrounding us like never before.” Is that kind of how we got both things true at the same time?
Amishi Jha
Yes, both things are true at the same time, but I do think it’s a point of empowering ourselves to know there’s nothing fundamentally broken here.
Pete Mockaitis
Yeah, amen.
Amishi Jha
In fact, it’s the fact that it’s so healthy and so predictable that allows these algorithms to be built around maximizing that. And so, part of that responsibility, I, frankly, think is on a lot of app developers and social media companies and technology companies to be aware of the costs on that and to build in features that might help us monitor better our own engagement with the technology. It doesn’t advantage their bottom line but advantages our ability to function healthfully. So, that’s one answer.
I think the other part of the answer is really what I wanted to share in my book, which is that we can train our own mind, not through brain-training games, but through other methodologies that might help us advantage ourselves better because we are training ourselves to be more aware moment by moment of where our attention is, to make better choices that favor what we want to accomplish and what we want to do.
Pete Mockaitis
Well, I was just about to ask that next. So, this next book Peak Mind: Find Your Focus, Own Your Attention, Invest 12 Minutes a Day, tells us, what’s the big idea here and what’s the magic of 12 minutes?
Amishi Jha
Yeah, the big idea is, essentially, what we started talking about, that we live in a world now where it feels like a crisis of attention, even if the objective data tells us our brains are actually fine and healthy. And that crisis of attention feeling, by the way, if we locked ourselves in a room, had no technology, and we’re really intending to focus, we would discover that our attention is not going to be unwavering. And it’s not a modern feature.
If we look back hundreds of years to medieval monks, they actually did that. They became monastics, they isolated themselves from their families, and then they complained that while they were supposed to be praying, they were worried about lunch or a conversation they had. So, this is also something really to appreciate about the nature of the mind. It is built for distract-ability so even though our capacity for attention has not changed, we are distractable. It’s just the way it is. And there’s, again, an evolutionary reason for that.
But it ends up that under certain circumstances, very high-stress, high-demand circumstances, unlike the kinds of the professional lives of a lot of the people that we study in my laboratory, that number, that percentage of time that we’re intrinsically distractable goes up, and then we can really suffer a lot of problems, so that our attention is not in the task at hand, we lapse, we make errors, and those can be consequential, life or death in the case of service members or emergency service professionals, medical professionals, surgeons, for example, or even judges and lawyers. If you miss information, it has consequences.
Pete Mockaitis
So, with regard to the training, well, okay, yes, stress. So, with the stress perspective, I guess I was thinking in some ways stress can really galvanize your attention, like, “Okay, it’s do or die. This is the moment. Got to get her done. The clock is ticking.”
And so, in some ways, I thought that would make us less distractable. You say it can make us more distractable? Can you elaborate?
Amishi Jha
Both again are true. I’m not going to say, “You are completely correct, Pete.” And what I said is also correct. So, it ends up stress is a variable that can range from actually being very helpful to harmful. And we can even think of it as having a shape. So, if you think of it, imagine in your mind, a graph, and I’m drawing on the graph, the X and the Y axes, and then the shape of the graph itself as an inverted U.
So, on the X-axis, we have stress. Low stress, low performance. So, the Y-axis is performance, the X-axis is stress. Low stress, low performance. As the stress goes up, you start climbing up the U, kind of like the top of a mountain, and your performance will reach a sweet spot so that the right amount of stress is going to optimize your performance.
But, now, if you push past that sweet spot and stress keeps going up, you’re on the downward slope where you’re actually going to start degrading and depleting your performance relative to having less stress available to you. So, we can parse the way we think about stress as eustress, meaning the letters E and U, meaning beneficial stress, or distress.
And what ends up happening with a lot of the groups that we work with, like I said – service members, first responders, even students for that matter – what might be the optimal amount of stress, that eustress peak point, if you maintain that level of demand over a long period of time, you will start slipping into distress, and most of us will not be aware that that is happening.
So, it’s like, if you think about a student, “Oh, I’m really good if I have to cram for a final three nights before I have to take the final.” Now, if you’ve got seven finals, I guarantee you that cramming approach night after night after night is not going to lead to beneficial results. So, it’s just important to know that the features of stress that I’m talking about that are problematic are really dipping into distress. There’s not a match between what you feel like you can accomplish well and your capacity to do so.
Pete Mockaitis
Oh, really? So, we don’t even know.
Amishi Jha
Yeah.
Pete Mockaitis
Okay. So, if we don’t know, how can we know? I mean, is there an alternative gauge by which we have a sense?
Amishi Jha
Well, we do know. It may not be a performance that we necessarily are…we’re not aware going into it, like, “Oh, this, my performance is going to suffer here.” We don’t have that view typically but we know what it feels like to be distressed. We know it feels too much.
Pete Mockaitis
It’s like after the fact, we know.
Amishi Jha
No, even as you’re in it.
Pete Mockaitis
Okay.
Amishi Jha
Even as you’re in it, you’re feeling, “Oh, my gosh, this is too much.” And so, what we can know from our objective data, if you take people over a protracted period of high demand – the academic semester, for an athlete, it could be competition season, or even pre-season training; for a service member, it could be pre-deployment training, or deployment itself. These are periods of time where you know it’s going to be demanding, and the demands are not going to let up for some multiple weeks.
If we test people’s attention with the same kind of tasks we were talking about earlier, O-span and SART and Stroop, and then we come back four to six to eight weeks later and then give them the same battery of tasks, if that period intervening between those two time points was very demanding, we will see a significant decline in performance. And, usually, we see people reporting that their mood is worse and their self-reported distress is greater.
So, that’s something to keep in mind. It’s that it’s not just that you feel icky and maybe burnt out from the psychological standpoint, but your actual effectiveness is going to be impacted. And what I was interested in doing, again, from this attention research point of view, is, look, there are populations, professions, for whom they will always have to operate their best when circumstances are likely to drive down attentional functioning. And we know what the features are of circumstances that are likely to drive own attentional functioning. Threatening circumstances, stressful, like we talked about; stress perceived stress that we experience and negative circumstances.
So, if you think about going into a warzone or going into a fire, if it was a firefighter, or having to deal with critical-care situations as a nurse or a physician, those are characterizing contexts where attention is going to be compromised. But we want these people to perform at their best because things could be a lot worse if they don’t. So, I wanted to figure out a way to train people so that they could be almost mentally armored against stress, and that proved to be a really tricky thing to track down mainly because of what you were saying earlier. There are so many solutions offered right now, like play brain-training games, or use this device to zap your brain with a small amount of electrical current.
Pete Mockaitis
“I have a Muse EEG in my hands.”
Amishi Jha
Exactly. And I’m not going to say anything about Muse in particular, or any particular technology, but I’ll tell you, that in our hands, in my laboratory, when people were experiencing high-demand circumstances, not a lot was helpful to protecting attention from declining.
Pete Mockaitis
Not a lot. Okay.
Amishi Jha
Not a lot. In fact, I would say probably nothing, it reliably showed, protective effects except for one thing.
Pete Mockaitis
Oh, you got my attention. What is it? What do we do?
Amishi Jha
It was a little bit of a surprise to me because I would say I was very skeptical of this solution just for a variety of reasons which we can talk about. But the one thing that tended to reliably, and now after about 15 years of research in my own lab and many other labs has been shown over and over again, was mindfulness meditation training.
Pete Mockaitis
Okay.
Amishi Jha
So, when people engage in mindfulness meditation training, for as little as 12 to 15 minutes a day, during these high-stress intervals, we see that those tasks don’t decline, people don’t decline their performance on those tasks. They actually stay stable over time. And sometimes, if they do enough practice, even if the circumstances are likely to deplete the average person, they can actually improve. So, not only stabilize but potentially optimize attention when everything about the circumstances suggest they would be compromised to attention.
Pete Mockaitis
Okay. So, so many follow-ups here. Okay, so 12 to…you say as little as 12 to 15 minutes. I’m curious, in some ways, I hear that’s sort of like the minimum effective dose. Is there like a noticeable point of diminishing returns? Like, if 12 to 15 minutes is good, is 120 to 150 minutes ten times as good? Or, how does it break down?
Amishi Jha
Yeah, I think that this is where we’re just at the beginning of the science. And my interest in the research program that I’m engaged in was really to ask that first-level question. These are time-pressured people, we’re trying to get them in the busiest most stressful periods of their lives, what do they absolutely need to try to do to benefit themselves? And it’s not one-shot 12 minutes or 15 minutes. It’s over the course of multiple weeks daily.
So, it’s like from the physical training point of view, would walking around the block in a leisurely pace be enough to actually improve my cardiovascular health? Or, do I need to run or jog or walk briskly at some level for a certain amount of time? And the answer tends to be around maybe 20 to 30 minutes a day of brisk walking or jogging can be more beneficial than a leisurely walk.
So, I want to know that. I want to know what the kind of minimum dose was. And the way we were able to find this out was not by prescribing people various amounts of training to do and then seeing kind of like maybe a pharmacologic study where you give people different-sized pills, and say, “Okay, this pill is the one that works.”
Humans, especially complex human behavior, does work that way. So, what we ended up doing is we went to the literature, and said, “Okay, what is typically done?” Because mindfulness training, even though I was one of the first labs to bring it into context like the military, or at least sports, mindfulness training had been around not only for millennia from the wisdom traditions, but even for several decades prior to our work beginning in the military, in the medical setting.
And it was through a program called Mindfulness-based Stress Reduction, which is developed by a wonderful colleague of mine, Jon Kabat-Zinn, offered in medical clinics over 750 or more now around the world, usually offered for people that are suffering from intractable physical conditions that nobody else can help them. So, chronic pain, for example. People come into the clinic, they take a course for about eight weeks, they practice 45 minutes a day, and there are benefits. There are benefits to their body, to their mind, to their relationships, and now even brain imaging studies suggest that those are benefits.
But for the kind of groups that I was working with, 45 minutes a day was a nonstarter. Nobody was going to do that. So, in our initial studies, when, for example, working with pre-deployment Marines, we asked them to do 30 minutes a day, during pre-deployment, like I said. Nobody did 30 minutes a day. I mean, maybe, on occasion, one or two people did it but, on average, people were doing…well, actually, before I even talk about on average, there was just a huge range. Some people did what we said, very rarely but they did it. Other people did zero. And then we had all the combinations in between.
So, we decided to take a data-emergent approach, because just telling them what to do didn’t mean that they would do it. And, instead, we said, “Okay, what is the amount of time that the people that tend to benefit, what is the amount of time that they’re doing?” And it ended up that it was about 12 minutes or more that they were doing. And those that did less than 12 minutes really weren’t benefitting. In fact, they looked no different than the people that didn’t get the training at all.
So, then in the subsequent studies, we said, “Okay, if 12 minutes is some kind of sweet spot, let’s only tell them to do it for 12 minutes. Let’s prescribe them, let’s record guided practices that are 12 minutes long, and, first of all, let’s see if they do it more often.” And they did. “And now let’s see what the benefits are.” And what we found was that it was not just doing the 12-minute practices, which I like said, people were much more willing to do than 30-minute practices, but was doing them about five days a week where we started seeing benefits.
So, this is how study after study where we’re just trying to triangulate around the formula for a minimum effective dose. Now, you’re asking the great question, which is, “What about the other end? I want to optimize. I want to be superhuman. I want to be Olympian-level attention. What do I do then?” Well, you got three years to go on a mindfulness retreat and practice mindfulness practices 12 to 14 hours a day. You could do that.
So, there are people that are in that range. There are people, for example, monastics who devote their lives to intensive retreat practices, and those are very compelling types of data, and that’s a whole field of research. Unfortunately, because the nature of the groups that I work with, they don’t have the option of doing that, and it’s, frankly, just not my interest to look at that. But there is a world of beyond the minimum effective dose where we’re learning, just as you would expect, like an Olympic-level athlete is going to be much more capable than somebody who just starts a couch to 5K. Same thing is true for mindfulness training and the kind of brain changes you see.
In terms of specifically quantifying it, we’re not quite there yet but I think this gives you a sense that there is a minimum effective dose, but the more you do, the more you benefit.
Pete Mockaitis
Okay. Lovely. And so, we’ll get into some of the particulars of mindfulness meditation training in terms of how that’s done. I guess I’d love to hear, when you talk about the benefits, like what does that mean in terms of quantitative-ness? So, we talked about attention decrements, it’s like it’s worse. Attention can be worse when you don’t do it. Could you maybe just contextualize or share some numbers? It’s like am I going to be able to focus like a smidgen better, like 3% better if I do my 12 to 15 minutes a day, five days a week? Or, kind of what’s the, roughly speaking, size of the price for the average professional?
Amishi Jha
Yeah, and we’re talking between something like that, between 5 and 10% better.
Pete Mockaitis
And what’s the numerator/denominator we’re measuring with better?
Amishi Jha
Well, let’s just take one very specific task, the sustained attention response test. Like I said, you’re going to press a button every time you see a digit. When you see a three, you withhold. People typically press to the three 50% of the time even though they’re not supposed to, and this is usually because they are mentally time-traveling away. They’re hijacked away. They kind of go on autopilot and they just press, press, press. The three appears, they press, and then they might have a, “Oh, shoot,” they realized they’ve made a mistake. Too late, you already pressed. So, that is the baseline.
Under high stress, that number goes up. People press to the three even more often. And with mindfulness training, we see that they can benefit with about 10% improvement from their baseline. And so, what does that mean? You might say, “Well, that’s, okay, great. So, I don’t press the three, why do I care? Like, why does that matter?” Well, what we think it represents is really this ability to be more present-centered because you’re noting what’s happening moment by moment, you’re not defaulting to autopilot.
It also translates into really a correspondence with actual activities. So, for example, in the context of soldiers, if you’re doing a shoot no-shoot drill so that you know that you are to shoot to the bad guys and withhold from the innocent civilians. And if you’re making that level of mistakes, a 10% improvement is giant. That actually means life or death benefits for people. And those are the numbers that really matter and are actionable for people to not make grave errors that could cause them for their entire lives. So, I’ll just tell you that we’re just at the beginning of now trying to translate laboratory-based metrics into what we call operationally relevant metrics. How does it translate into real life?
But we’re starting to be able to ask those questions to see in the kinds of tasks that people do. So, for example, medical errors. What is the actionable benefit from mindfulness training on the rate of medical errors? And, again, this is now data that’s just starting to be gathered so I can’t give you precise numbers. We’re really on the edge of this knowledge right now but we’re asking the right questions to say, “Okay, attention may be protected and benefitted. How does it matter? And how does it show up in people’s lives?”
But even before we go to the objective, what we noticed people saying is that they’re more there, they’re not wandering away. The quality of their own relationships is improved, their leadership capacity is improved, their ability to do their jobs and feel engaged in their jobs is improved. So, that’s just painting the picture of where we are at the science in the moment.
Pete Mockaitis
And that’s interesting. I can’t help but run some numbers in terms of an eight-hour workday, 5% to 10% more attentive minutes. That’s very rough and crude but I mean that is significant to the tune of 24 to 48 extra minutes, which is a lot more than 12 to 15 in terms of a profitable endeavor for us.
Amishi Jha
Yeah. And those are just estimates right now. I think that is probably a lot even more than that if you think about the nature of what kinds of processes improve. So, it’s not just being able to pay attention, which is just so important, but mood improves, work enjoyment and engagement improve, presenteeism is going down. There’s a whole literature on mindfulness in the workplace that is now revealing the benefits for organizations to offer this in the workplace context.
And not just as sort of a salve for like, “Oh, you feel burnt out. Here, just go take some mindfulness,” which is sort of the backlash against offering it. But people going to it on their own, and now finding that just like having a gym in your office building can help you, having courses available through their workplace may motivate them to actually be more likely to give it a try. There’s an ease about being able to incorporate it.
And then, of course, moving forward, it may actually impact work culture so that it’s very normal to begin a meeting with, as my colleagues at the Search Inside Yourself Leadership Institute say, “A moment to arrive.” It’s like every meeting, people are probably wandering away more than 50% of their time. But what if we make it part of the culture that we’re actually here? What if we can cut meeting time down because you don’t have to repeat yourselves, or there’s not conflicting and ambiguous information being thrown around because more people are really there? They’re not on their phone and they’re not off in their own mental time travel.
Pete Mockaitis
Right. And they’re not saying semi-relevant things. They’re saying fully relevant things, which kind of prevents all of the side tangents that never needed to occur because that’s not quite relevant to what we’re trying to achieve in this meeting.
Amishi Jha
Yeah, absolutely. But I don’t think it’s part of most workplaces to take the attentional state of every member of the team seriously and to make it an explicit priority for everybody to show up. But if that could happen, and there are ways to train everybody’s minds to do that for themselves, and then do it collectively, that could be really, really powerful.
So, actually, some of the work we’re doing right now with the military, the kind of edge of our work in active projects is looking at team-based mindfulness. What happens when an entire squad that works together? And this is by the way known in the context of medical teams. When there’s mindfulness practice by the individuals, and even a nod toward what we might call collective mindfulness, team cohesion can improve, the sense of belonging can improve, conflict between team members can go down. And this can all relate to their productivity as well as their fulfillment in the work that they do.
Pete Mockaitis
That’s cool. All right. So, mindfulness meditation training, that’s come up a few times on the show. What does that really mean we’re doing in practice?
Amishi Jha
Yeah. And this is one of those interesting things about a term like mindfulness being so common these days. Like, people have heard it probably at some point, and, like you said, you’ve even had it come up on your show. So, let me just take you through why it ended up, I think, being such a powerful solution for our work that was really focused on attention. And if you don’t mind, I’d love to say a little bit about what attention is because we’ve also kind of been using that word in a blanket way.
And I like to break it down as sort of this giant concept of attention, which is really, broadly speaking, the ability to prioritize some information over other information. And we evolved this ability to solve a big problem that the brain had, which is that there’s just way more out there in the world, and even generated within our mind, than we can fully process at any moment.
So, this notion and process of prioritization allows us to have more fine tuned and granular information accessible to us while everything else sort of fades into the background. So, something is prominent and other things are not. And when we think about the topic of attention, the way it’s been studied, we’re learning that there’s probably three main ways that we pay attention. In fact, three main brain systems that support these different ways of paying attention.
So, the first way is really just probably the way we’ve been using it kind of without even talking about it explicitly – focus, the notion that there’s content. And just like right now, I’m looking at your face, I’m not looking at the curtains behind you or whatever, the door behind you, whatever I see, I’m able to focus in on the granular detail, seeing the expression on your face, etc. Everything else kind of fades into the background.
So, the metaphor for this that I like to use is like a flashlight. If I were in a darkened room, wherever I direct that flashlight, I’m going to get crisp clear privileged information relative to everything that’s darkened around it. Attention really does the same thing, in this kind of flashlight metaphor, something called the orienting system of attention.
And, by the way, this is that same system that we talked about that ends up being a problem with social media and the pull on our attention, because, just like a flashlight, we can direct orienting willfully, we can decide where we want to point our attention. We can move it around. We can direct it toward the external environment or the internal environment. Like if I said, “Pete, what is the sensation right now of the bottom to your feet?” Probably before I said that, you had no idea, you weren’t thinking about it, but now you can check in and give me an answer.
Pete Mockaitis
I’m on a standing mat. It’s got a cushiony vibe to it.
Amishi Jha
There you go, see. Squishy and pleasant probably. But that same flashlight can get yanked. And the kinds of things that yank have those features of salience, self-related, threatening, novel, like all these kinds of things that are programmed into us. But that’s still just one system of attention, this kind of flashlight or orienting system.
Another way we can pay attention is not privileging content, but privileging time. So, what’s happening right now? That’s something that we call the alerting system. And if you want to think about when we use this, it’s like driving down the road or walking down the road, you see a flashing yellow traffic light or something near a construction sign, something that’s blinking and alarming.
You’re at the ready. You’re broad, receptive, alert, but you don’t want to be focused in on anything because you have no idea what could be coming. It could be weird equipment joining into the road, or children, or traffic patterns are weird. Something is odd and pay attention to what’s happening right now.
So, we can privilege content, like with the flashlight, or privilege time with the alerting system. And then the third way in which we can privilege information with attention is something called executive control, which we’ve definitely already talked about as it relates to sort of working memory. We’re privileging information processing based on our goals.
So, what is my goal right now? And is my action and what I’m paying attention to and doing, meaning the way I’m directing the other two systems, is it aligned to ensure that the actions and the goals are going to be aligned the whole way? Or, am I off-goal, or am I not even sure what the goal is? Like, these are ways in which we pay attention that can be so powerful but quite different.
Going back to your question regarding mindfulness, one of the reasons I think it ended up being super useful is that mindfulness training, which is essentially, I would describe as paying attention to our present moment experience without elaboration or reactivity, without having a story about it. Attention is central to mindfulness. And when you think about mindfulness practices, they actually engage and exercise all three of these systems of attention over and over again in a generalizable manner.
So, just to give you quickly, like one practice might be mindfulness of paying attention to breath-related sensations. If we talk through that, you’d see every one of these systems is actually engaged.
Pete Mockaitis
Cool. All right. So, that’s an overview of the three things that we’re talking about here. And so, when we do a mindfulness meditation training, you mentioned paying attention to the present what’s up right now, presently without sort of elaborating or creating stories. So, that’s kind of… could incorporate a whole bundle of different activities. So, what are some of your faves?
Amishi Jha
Yeah. And this is where, again, we borrow from the existing literature. We didn’t invent all these things, and the existing traditions, frankly. But one very, very common one is mindfulness of the breath where the intention, and I actually don’t call it mindfulness of breath in the way that I teach it because I know the vulnerabilities when we say that. I call it the find your flashlight practice.
And, really, it’s because that flashlight is such a handy way to think about how we can willfully direct our attention, but what we have to get insight into is oftentimes we don’t know where our attention is because we have no clue. So, I’m just going to give you a very kind of quick view of this. So, it is essentially the same thing as other people might describe as mindfulness of the breath or focused attention. There are so many different terms for it.
But essentially, what you do is sit in a comfortable quiet spot, dedicate a period of time where you’re going to do this practice, and the first step is, essentially, to notice that you’re breathing. And, obviously, we’ve been breathing this entire time but we haven’t probably been paying attention to our breath, but we’re checking in to the fact that we’re breathing, and then we’re going to notice what is most vivid in the breath-scape of our present moment experience.
And that’s actually why, I think, the breath is so handy. You can’t save up your breath. I guess you could hold your breath but you can’t really save it up. It’s happening. It’s transpiring in the moment. And, literally, it is about a respiratory rhythm. So, we notice what is most vivid tied to the breath, and that’s where we devote, we say, “For this period of time, my task, my goal, executive control says my goal is pay attention to breath-related sensation. Take that flashlight, point it toward the prominent breath-related sensation, and hold it there.” That’s the agenda for this. Let’s say you start out by doing just one minute of this practice.
Then the second part of the instruction, the first part is just focus. Focus on breath-related sensation, engage that flashlight. The second part of the instruction is notice if your mind wanders away. So, it’s like you’re checking in and monitoring, “Where is this flashlight? Is it at the breath-related sensation?” All of a sudden, you’re like thinking of the next vacation you’re going to take, or some worry you had, or a troubling conversation, or maybe there’s an itch on your face, or whatever it is, “Ah, look at that. Flashlight is not at the breath-related sensation.”
In that moment, the third part of the instruction, redirect attention back to breath-related sensations. So, it’s literally like my military colleagues, I love the way they put it, “It’s like you’re giving me a mental pushup.” Focus. Notice. Redirect. Or, in other words, engage the flashlight, engage alerting and monitoring, and then executive control, to know what the goal is and make sure I’m getting back on track.
So, that’s why I think that it can be so handy to understand how attention works because then we understand why we’re doing it. It’s not sort of some nebulous concept. It’s actually a workout for our mind in this particular way.
Pete Mockaitis
Lovely. Okay. Well, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?
Amishi Jha
I think the main thing is just I love the topics that you cover on your pod, and I love how like actionable you want to make it for people. So, one of the things I would just encourage people to kind of be left with is this notion to really pay attention to their attention, and to realize that the mind, just like the body, needs some kind of daily exercise to keep it psychologically fit and performing well.
And what we’ve happened upon my own research is learning that this very simple practice, not always easy, but simple practice done for not that long every day, about 12 minutes a day, can actually powerfully benefit the way that we operate and the way that we feel. So, give it a try.
Pete Mockaitis
All right. Thank you. And now could you share a favorite quote, something you find inspiring?
Amishi Jha
Yogi Berra, “You can observe a lot by just watching.”
Pete Mockaitis
All right. And a favorite study?
Amishi Jha
Oh, gosh, then I’m going to be probably picking one of my own because we’ve done so many really cool ones. Favorite study recently is one where we were able to benefit the attention and mood of military spouses by training other military spouses to offer mindfulness training to their peers. So, that was really exciting because now it shows us a path forward to have this all proliferate.
Pete Mockaitis
And a favorite book?
Amishi Jha
I would say I’m going to pick something completely uncharacteristic. It’s a book of poems by Rumi.
Pete Mockaitis
Okay. What’s it called?
Amishi Jha
Oh, gosh. The Essential Rumi. I think it’s called The Essential Rumi. Yeah.
Pete Mockaitis
And a favorite tool, something you use to be awesome at your job?
Amishi Jha
It’s a double-edged sword but I’d say actually my phone to use my timer to practice every day.
Pete Mockaitis
And is there a key nugget you share that really seems to connect and resonate with folks; they quote it back to you often?
Amishi Jha
Yes, and maybe that would go to a quote, but it’s not. It’s really kind of more of a concept, “Thoughts are not facts.”
Pete Mockaitis
Okay. And if folks want to learn more or get in touch, where would you point them?
Amishi Jha
If they remember my name, they can find me Amishi.com.
Pete Mockaitis
Okay. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?
Amishi Jha
Yeah, I would say invest in yourself and invest in your attention, and do that by starting slow and starting small, and really practice paying attention in this way using the tools of mindfulness.
Pete Mockaitis
All right. Amishi, thank you. This has been a treat. I wish you much luck in your peak mind activities.
Amishi Jha
Thank you so much.
