So it seems paradoxicalto talk about habits in the same context as creativity and innovation. Butbrain researchers have discovered that when we consciously develop new habits,we can even create entirely new brain cells that can jump our trains of thoughtonto new, innovative tracks. 41_____________________________
All of us workthrough problems in ways of which we're unaware, says Dawna Markova, author of"The Open Mind". Researchers in the late 1960s discovered that humans are bornwith the capacity to approach challenges in four primary ways: analytically,procedurally, relationally (or collaboratively) and innovatively.42________________________
The currentemphasis on standardized testing highlights analysis and procedure, meaningthat few of us inherently use our innovative and collaborative modes ofthought. 43__________________ This emphasis clearly leads to ordinaryperformance. On the contrary, knowing what you're good at and doing even moreof it creates excellence.
44________________________ Figure out what has worked for you when you've learnedin the past, and you can draw your own map for developing additional skills andbehaviors for the future. Ms. Ryan says, "If you have a pathway to learning,use it because that's going to be easier than creating an entirely new pathwayin your brain."
Ms. Ryan and Ms.Markova have found what they call three zones of existence: comfort, stretchand stress. Comfort is the realm of existing habit. Stress occurs when achallenge is so far beyond current experience as to be overwhelming. It's thatstretch zone in the middle - activities that feel a bit awkward and unfamiliar- where true change occurs.
Getting into thestretch zone is good for you, according to Ms. Ryan. It helps keep your brainhealthy. It turns out that unless we continue to learn new things, whichchallenges our brains to create new pathways, they literally begin to weaken,which may result in brain diseases. She recommends practicing a techniquecalled kaizen, which calls for tiny, continuous improvements.
45__________________________ That can be fatal in business, particularly forexecutives who surround themselves with like-thinkers. If seniority andpromotion are based on similarity to those at the top, chances are strong thatthe company lacks intellectual diversity.
[A] This is wheredeveloping new habits comes in. If you're an analytical or procedural thinker,you learn in different ways than someone who is inherently innovative orcollaborative.
[B] Rather thandismissing ourselves as unchangeable creatures of habit, we can instead directour own change by consciously developing new habits. In fact, the more newthings we try - the more we step outside our comfort zone - the more inherentlycreative we become, both in the workplace and in our personal lives.
[C] After theconfusion, the brain begins organizing the new input, ultimately creating newsynaptic connections if the process is repeated enough.
[D] "This breaksthe major rule in the American belief system - that anyone can do anything,"explains M. J. Ryan, author of the 2006 book "This Year I Will..."
[E] But if, duringcreation of that new habit, the "Great Decider" steps in to protest againsttaking the unfamiliar path, people may keep doing the same thing over and overagain.
[F] At teenageyears, however, the brain shuts down half of that capacity, preserving onlythose modes of thought that have seemed most valuable during the first decadeor so of life.
[G]Simultaneously, take a look at how colleagues approach challenges, Ms. Markovasuggests. We tend to believe that those who think the way we do are smarterthan those who don't.
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