Today we continue the conversation with Maggie Jackson, author of Distracted: The Erosion of Attention and the Coming Dark Age.

You can read part 1 here.

Q – In your Harvard Management Update interview, you said that “When what we pay attention to is driven by the last email we received, the trivial and the crucial occupy the same plane.” As well, it seems to be that a problem is our culture’s over-idealization of “always on” and “road warrior” habits, which distract from the importance of executive functions such as paying attention to one’s environment, setting up goals and plans, executing on them, measuring results, and internalizing learning. How can companies better equip their employees for future success? Can you offer some examples of companies who have positive cultures that encourage and reward employees fully put their frontal lobes into good use?

A – As I mentioned above, we are working and living in ways that undermine our ability to strategize, focus, reflect, innovate. Skimming, multitasking and speed all have a place in 21st-century life. But we can’t let go of deeper skills of focus and thinking and relating, or we’ll create a society of misunderstanding and shallow thinking.

To create workplaces that foster strategic thinking, deep social connection and innovation, we need to take three steps:

First, question the values that venerate McThinking and undermine attention. Recently, my morning paper carried a front-page story about efforts “in an age of impatience” to create a quick-boot computer. “It’s ridiculous to ask people to wait a couple of minutes to start up their computer,” explained one tech executive. The first hand up in the classroom, the hyper business-man or –woman who can’t sit still, much less listen – these are icons of success in American society. Still, many of us are beginning to question our adoration of instant gratification and hyper-mobility.

Second, we need to set the stage for focus individually and collectively by rewriting our climate of distraction and inattention. To help, some companies and business leaders are experimenting with “white space” – the creation of physical spaces or times on the calendar for uninterrupted, unwired thinking and Read the rest of this entry »

Michael I. Posner is a prominent scientist in the field of cognitive neuroscience. He is currently an emeritus professor of neuroscience at the University of Oregon (Department of Psychology, Institute of Cognitive and Decision Sciences). In August 2008, the International Union of Psychological Science made him the first recipient of the Dogan Prize “in recognition of a contribution that represents a major advance in psychology by a scholar or team of scholars of high international reputation.”

Dr. Posner, many thanks for your time today. I really enjoyed the James Arthur Lecture monograph on Evolution and Development of Self-Regulation that you delivered last year. Could you provide a summary of the research you presented?

I would emphasize that we human beings can regulate our thoughts, emotions, and actions to a greater degree than other primates. For example, we can choose to pass up an immediate reward for a larger, delayed reward.

We can plan ahead, resist distractions, be goal-oriented. These human characteristics appear to depend upon what we often call “self-regulation.” What is exciting these days is that progress in neuroimaging and in genetics make it possible to think about self-regulation in terms of specific brain-based networks.

Can you explain what self-regulation is?

All parents have seen this in their kids. Parents can see the remarkable transformation as their children develop the ability to regulate emotions and to persist with goals in the face of distractions. That ability is usually labeled ‘‘self-regulation.’’

The other main area of your research is attention. Can you explain the brain-basis for what we usually call “attention”?

I have been interested in how the attention system develops in infancy and early childhood.

One of our major findings, thanks to neuroimaging, is that there is not one single “attention”, but three separate functions of attention with three separate underlying brain networks: alerting, orienting, and executive attention. Read the rest of this entry »