Vol. 1 | Issue 3: 2024-08-09

Welcome …

"GIGO: The Brain's Digital Dilemma" - Just as computers spew digital trash when fed faulty data, our minds churn out flawed thoughts when consuming unclean, corrupt, and tainted information. You want to be especially wary of intentional misleading information and outright propaganda. In today's sea of misinformation, the age-old computing principle "garbage in, garbage out" has become a neural reality. Our cognitive processing, once the crown jewel of human evolution, now teeters on the edge of obsolescence, desperately seeking clean data in a polluted information landscape. The quality of our thoughts—and ultimately, our decisions—hangs in the balance. Are we doomed to become walking, talking processors of junk, or can we filter the noise and reclaim our mental clarity? Seek clarity!

In This Issue:

• The Edge Insight*: A personal note from Dr. Joseph Riggio.

• Deep Dive*: An in depth look into neurocognitive performance strategies, cutting-edge science and the newest breakthroughs.

• Mindset Mastery: Develop an antifragile growth mindset and build greater mental resilience and robustness.

• Ask the Expert*: Get your questions answered by leading experts.

• Resource Hub*: Access and information about curated tools, apps, and books that will enhance your performance.

• Upcoming Events*: Stay informed about webinars and workshops.

The Edge Insight:

"Breaking the Decision Box” :: A Mind's Journey to Freedom

Alright, let's dive into the juicy topic of decision-making and how we often trip ourselves up before we even get started.

You know, it's funny how our brains work sometimes. We're so eager to find the "right" answer that we don't even realize we're limiting ourselves from the get-go.

Picture this: you're faced with a big decision, and your mind immediately starts racing, trying to figure out the perfect solution. But here's the kicker - you haven't even given yourself a chance to explore all the possibilities! It's like trying to pick the best dish at a restaurant without looking at the menu. Crazy, right?

This is where things get interesting. We've all got these hidden biases lurking in the shadows of our minds. Carl Jung called this hidden part, sometimes the part we hide, our "Shadow" - the part of ourselves we don't want to acknowledge or even know exists. It's like having a backseat driver that we can't see or hear, but boy, does it influence our choices!

There's also Johari’s window - a nifty little concept that shows us there are parts of ourselves that we know, parts that others know about us, parts we both know, and parts that are completely unknown to both of us. It's like a psychological game of hide and seek, and remember … sometimes we're hiding from ourselves!

So, what happens when we try to make decisions without acknowledging these hidden parts of ourselves?

We end up stuck in a box of our own making, and we don't even realize it's there. We think we're being rational and logical, but in reality, we're just dancing to the tune of our unconscious biases.

The trick is to give ourselves permission to think outside the box before we even acknowledge there is a box. It's about letting our minds wander, explore, and play with ideas that might seem ridiculous at first glance. Who knows? That "crazy" idea might just be the breakthrough you need.

I like to think of it as mental jazz improvisation. You don't start with the perfect melody; you noodle around, hit some weird notes, and suddenly - BAM! - you've created something beautiful and unexpected.

So next time you're facing a big decision, try this: instead of rushing to find the "right" answer, take a deep breath and let your mind roam free. Embrace the weird ideas, the uncomfortable thoughts, and the possibilities that make you squirm a little. That's where the magic happens.

Remember, your mind is deeper than what’s visible at the surface of your conscious thinking like an iceberg, there's a whole lot going on beneath the surface of conscious representational thinking … including profound embodied creative processes. By giving yourself the freedom to explore before you decide, you're tapping into a wellspring of creativity and insight that you might never have known existed.

So go ahead, break out of that invisible box …

Hey who knows, your Shadow just might have some pretty cool ideas … if you let it come out and play.

Joseph Riggio, Ph.D.

BONUS: Here’s a nifty page on how to apply Johari’s window to unpack some of your hidden biases yourself: The Johari Window.

(Here’s a little historical trivia tidbit for you too … “Johari” is a name that comes from the first names of the psychologists, Joseph Luft and Harry Ingham, who created the Johari Window model in 1955.)

Deep Dive:

"The Predictive Brain” :: Revolutionizing Decision-Making in the Age of Uncertainty

In recent years, neuroscientists have been buzzing about a groundbreaking approach to understanding how our brains make decisions.

This new framework, known as the "predictive processing" or "predictive coding" model, has been gaining traction since the early 2020s and is reshaping our understanding of cognition, perception, and decision-making.

Predictive Processing:

At its core, the predictive processing model suggests that our brains are constantly generating predictions about the world around us. Rather than passively receiving and processing information, our brains are proactively creating models of reality and updating them based on incoming sensory data. This constant prediction and updating cycle forms the basis of our perception and decision-making processes.

This concept is essential to understanding how to improve your decisions, beginning with perception, and moving through the ABTI | Joseph Riggio International model of the Ladder of Perception through sense-making and meaning-making, to decision-making. There’s a critical relationship between recognizing and acknowledging our predictive perceptual processing and making high-quality decisions.

Dr. Lisa Feldman Barrett, a neuroscientist at Northeastern University, has been at the forefront of applying this model to decision-making. In her 2022 paper "The Brain's Predictive Architecture: Implications for Human Choice and Action," Barrett and her colleagues proposed that decisions aren't made in isolation but are part of a continuous process of prediction and error correction.

"Our brains are essentially prediction machines," explains Barrett. "Every choice we make is based on our brain's best guess about what will happen next. This predictive mechanism allows us to navigate uncertainty and make rapid decisions in complex environments."

Adumbration

Another way of thinking about this idea, i.e: predictive processing or predictive coding, is as adumbration or adumbrating. This is the process of basing expectations about what will happen on the observable and recognizable patterns that are present now. We literally act based on what we expect will happen, and how our response will effect what happens as well as what will happen as a result of our response, and not on what’s actually happening now.

This shift in understanding has profound implications for how we approach decision-making in various fields, from business and policy-making to personal life choices. Traditional decision-making models often assume a linear process: gather information, weigh options, and choose. The predictive processing model, however, suggests a more dynamic and circular approach.

One key insight from this model is the importance of "prediction error" - the difference between what our brain predicts and what actually occurs. These errors drive learning and refine our future predictions. In decision-making contexts, deliberately seeking out prediction errors can lead to more accurate models of the world and, consequently, better decisions.

Dr. Karl Friston, a neuroscientist at University College London and a pioneer in predictive processing theory, has proposed that this framework can explain everything from perception to action, including decision-making. In a 2023 interview with Scientific American, Friston stated, "The brain's primary function is to minimize surprise. Every decision we make is an attempt to confirm our predictions about the world or to update those predictions in the face of new evidence."

This perspective has led to new strategies for improving decision-making:

1. Cultivate Prediction Awareness: By becoming more conscious of our brain's constant predictions, we can better recognize when these predictions might be biased or inaccurate.

2. Embrace Uncertainty: Instead of seeking certainty before making decisions, we should recognize uncertainty as a natural part of the prediction process and use it to refine our models.

3. Actively Seek Prediction Errors: Deliberately putting ourselves in situations where our predictions might be wrong can lead to rapid learning and improved decision-making over time.

4. Context Matters: The predictive processing model emphasizes the importance of context in shaping our predictions and decisions. Being aware of how different contexts influence our predictions can lead to more nuanced decision-making.

5. Emotional Integration: Emotions, in this framework, are not obstacles to rational decision-making but integral parts of the prediction process. Understanding and integrating emotional responses, including embodied experiences, can lead to more holistic decisions.

In the business world, companies like Google and Amazon have started incorporating predictive processing principles into their decision-making frameworks. For example, Google's "Project Oxygen," which aims to identify the qualities of good managers, now includes training on predictive awareness and strategies for recognizing and correcting prediction errors.

In the realm of public policy, the UK government's Behavioural Insights Team has been exploring how predictive processing models can improve policy decisions. Their 2024 report, "Nudging in the Age of Predictive Brains," suggests that policy interventions could be more effective if they target the brain's predictive mechanisms rather than just observable behaviors.

Critics of the predictive processing model argue that it may oversimplify the complex workings of the brain and that more empirical evidence is needed to support its claims in decision-making contexts. However, proponents argue that the model's explanatory power and its ability to unify various aspects of cognition make it a valuable framework for understanding and improving decision-making.

As we continue to grapple with increasingly complex decisions in an uncertain world, the predictive processing model offers a fresh perspective on how our brains navigate these challenges. By understanding our brains as predictive engines rather than passive information processors, we open up new avenues for enhancing our decision-making capabilities.

The coming years will likely see further refinement and application of these ideas across various domains. As Dr. Barrett concludes, "The predictive brain model isn't just changing how we understand decision-making; it's changing how we understand ourselves and our place in the world. It's an exciting time to be studying the brain and behavior."

(This is also at the core of what I’m delivering in the twelve week intensive Fractal Navigator Facilitation program … and you can join now, get access to all program videos, materials, and resources, and the 12 weeks of live coaching at the early responder “VIP Insider’s” discounted investment.)

As we move forward, embracing the predictive nature of our brains may well be the key to making better decisions in an increasingly unpredictable world.

Mindset Mastery:

“Developing an Antifragile Growth Mindset” :: Lessons from Nassim Taleb

In our quest for personal growth and mental resilience, we often encounter the concept of becoming "robust" or "resilient."

However, Nassim Nicholas Taleb, in his groundbreaking book "Antifragile: Things That Gain from Disorder," introduces us to a more powerful idea: antifragility. This concept goes beyond mere resilience; it's about systems or individuals that actually benefit from stress, chaos, and uncertainty.

Taleb argues that antifragility is the key to thriving in our unpredictable world. He states, "Antifragility is beyond resilience or robustness. The resilient resists shocks and stays the same; the antifragile gets better." This perspective challenges our conventional approach to personal development and decision-making.

One of the core principles of developing an antifragile mindset is embracing uncertainty. Taleb provocatively suggests that even procrastination can be a form of antifragility:

This quote reminds us that sometimes, not acting immediately allows situations to resolve themselves or reveal more information, potentially leading to better outcomes.

Another crucial aspect of antifragility is the way we approach decision-making, especially in high-stakes situations. Taleb offers a simple yet powerful heuristic:

This approach cuts through potential conflicts of interest and gets to the heart of genuine advice, helping us make more informed decisions.

Developing an antifragile mindset also involves understanding human nature and ethics. Taleb posits:

This insight reminds us that true character is revealed under pressure, and building antifragility involves exposing ourselves to situations that test our values and strengthen our ethical foundation.

According to Taleb we can cultivate Antifragility in our lives when we:

1. Embrace volatility: Instead of avoiding challenges, seek them out as opportunities for growth.

2. Practice Via Negativa: Sometimes, the path to improvement is through subtraction rather than addition. Remove harmful elements from your life.

3. Develop optionality: Create multiple paths to success rather than relying on a single strategy.

4. Build redundancy: In crucial areas of life, have backups and alternatives to ensure resilience.

5. Learn from mistakes: View failures as valuable data points rather than setbacks.

6. Stay curious: Continuously expose yourself to new ideas and experiences to broaden your perspective.

Taleb's concept of antifragility challenges us to rethink our approach to personal growth and decision-making. By embracing uncertainty, seeking out stressors that make us stronger, and viewing challenges as opportunities, we can develop a mindset that doesn't just withstand chaos but thrives on it.

As we navigate an increasingly complex world, the ability to be antifragile becomes not just an advantage, but a necessity. It's about more than just surviving; it's about positioning ourselves to benefit from the unexpected, to grow stronger in the face of adversity, and to find opportunities where others see only obstacles.

In essence, developing an antifragile growth mindset is about aligning ourselves with the fundamental nature of life itself – ever-changing, often chaotic, but always presenting opportunities for those prepared to seize them.

Ask The Expert:

Executives, entrepreneurs, and professionals often grapple with complex challenges in today's fast-paced business environment.

When presented with the ideas from Nassim Taleb's "Antifragile" and the predictive processing model of decision-making, they find themselves pondering several thought-provoking questions like these ...

Q.: "How can I apply the concept of antifragility to my business strategy?"

A.: The answer lies in embracing volatility rather than fearing it. An antifragile business strategy involves diversifying revenue streams to not just withstand market fluctuations, but to actually benefit from them. It means fostering a culture where controlled risk-taking is encouraged and failures are viewed as valuable learning experiences. Building redundancy into critical systems ensures resilience, while developing flexible processes allows for quick adaptation to changing conditions. Moreover, investing in employees who thrive under pressure and uncertainty creates a workforce capable of turning challenges into opportunities.

Q.: "How does the predictive processing model of decision-making change how I should approach leadership?"

A.: This model suggests a shift in leadership approach. Leaders should cultivate a heightened awareness of cognitive biases, both their own and those of their team. They should actively seek out and encourage diverse perspectives to challenge prevailing predictions. Creating an environment where "prediction errors" are seen not as failures but as valuable learning opportunities becomes crucial. Context gains newfound importance in decision-making, and emotional intelligence becomes an integral part of the process rather than a separate consideration.

Q.: "How can I balance the need for quick decision-making with the benefits of procrastination suggested by Taleb?" 

A.: This balance is delicate but achievable. It involves distinguishing between decisions that truly require immediate action and those that might benefit from allowing time for more information to emerge. The concept of structured procrastination comes into play here - while delaying one decision, work can progress on other important tasks. Setting clear deadlines prevents harmful procrastination, while the delay time can be used productively to gather more perspectives and challenge initial assumptions. Developing a keen sense of when additional time will yield valuable insights versus when it's just avoidance becomes a crucial skill.

Q.: "How can I foster an antifragile mindset in my team without creating unnecessary stress or chaos?"

A.: The key here is to create a culture that views challenges as opportunities for growth rather than threats. Implementing controlled stress tests or simulations can build resilience without overwhelming the team. Rewarding innovative thinking and calculated risk-taking encourages a proactive approach to challenges. Providing resources for continuous learning and skill development ensures that team members are always growing. Encouraging open discussion of failures and lessons learned creates a psychologically safe environment for risk-taking. The goal is to balance stability with flexibility in the organizational structure.

Q.: "How does the concept of 'prediction error' from the predictive processing model align with Taleb's ideas on antifragility?"

A.: The alignment here is quite striking. Both concepts emphasize the value of encountering the unexpected. Prediction errors, much like the stressors in antifragility, are seen as opportunities for learning and improvement. Both ideas suggest that exposure to variability and uncertainty can lead to better performance over time, challenging the traditional view of stability as the ideal state. Instead, they promote a mindset of continuous adaptation and dynamic responsiveness.

Resource Hub:

Dig Into Nassim Taleb’s Work:

In spite of the public and commercial success of his book, “The Black Swan” it may be best to begin with “Antifragile: Things That Gain From Disorder” by Nassim Taleb if you’re looking for how to take some of his brilliance and apply it to your business and life: https://amzn.to/4dBnl4q

If’n you’re ready to dive in “whole hog” so to speak then you might want to go for the Incerto Box set here: https://amzn.to/4dbSY4C

NOTE: If you’re more of a listener than a reader you can get all of Nassim Taleb’s book from Audible, individually or as the Incerto collection.

Joseph Riggio’s FREE - “Becoming Antifragile” :: Mini Pod-Cast Course

This is a fifteen module mini-course delivered podcast-style in episodes you can stream or download developed by Joseph and available for free on the Hiro.fm private podcast platform here: https://app.hiro.fm/channel/antifragility-joseph-riggio

You can listen to the first episode now right here:

Unlock Your Antifragile Potential: A Podcast Series for Professionals

Discover the transformative power of antifragility with our new podcast series, designed specifically for professionals seeking to thrive in a world of uncertainty. Dive into the principles of antifragility, pioneered by Nassim Nicholas Taleb, and learn how to turn challenges into opportunities for growth. This series offers a blend of cutting-edge theory and practical strategies, drawing on the MythoSelf Process, SomaSemantics, and Sensory Systems Control Theory (SSCT).

Upcoming Events:

Joseph Riggio’s:
Summer 2024 Fractal Navigator Facilitation Program

This isn’t just another coaching program; it’s a complete transformation journey ...

This is for you ...

• Professionals and Executives: If your role demands quick, effective decision-making and you're tired of feeling stuck or overwhelmed, this webinar is for you.

• Entrepreneurs and Business Owners: Learn how to seize opportunities and avoid the pitfalls of poor decision-making, ensuring sustained growth and success.

• Anyone Seeking Personal Growth: Whether it's your career or personal life, these decision-making skills will help you achieve your goals with confidence and clarity.

OPEN NOW …

Get All The Details and Find Out More Here: https://www.unmasking.com/fractal-navigator-full-access