Podcasts about Implicit

Dr Lilla Csorgo, lay member of the High Court of New Zealand, joins us to talk about being Chief Economist in three different countries, approaches to ex ante regulation and merger control, being approximately correct vs precisely wrong, and whether fiction and economics have anything in common. Plus, the ACCC wins against Coles in its “was/now/had been” pricing case, the courts have thoughts on NSW Ports, competition and consumer initiatives in the federal budget, and competition and consumer concerns at the FIFA World Cup … All this and e-micromobility with co-hosts Moya Dodd and Matt Rubinstein. Links:   Henry Ergas, "TSLRIC, TELRIC and Other Forms of Forward-Looking Cost Models in Telecommunications: A Curmudgeon's Guide" at SSRN Softwar by Thierry Breton and Denis Beneich at The Internet Archive Prose and plays by Dr Lilla Csorgo ACCC v Coles [2026] FCA 598 Mayfield v NSW Ports [2026] HCA 21 Summary and Judgment "Why Susie sells seashells by the seashore: Implicit egotism and major life decisions", Journey of Personality and Social Psychology, 82(4) 469-487 Why all fire trucks are called Dennis Discover your Hogwarts House at Hatty Potter Wizarding World Julien Guyon, "Risk of Collusion: Will Groups of 3 Ruin the FIFA World Cup?" The Disgrace of Gijon on YouTube Meet the Gilbert + Tobin Competition, Consumer + Market Regulation team Email us at edge@gtlaw.com.au Support the show: https://www.gtlaw.com.au/See omnystudio.com/listener for privacy information.

Welcome back to another episode of the unSeminary podcast. Today we're joined by Hal Mayer, a coach and consultant who works with pastors and business leaders to help them grow healthy teams without burning out. With decades of ministry experience and a background in coaching, Hal brings actionable insights into one of the most common leadership challenges: how to move a team from passive compliance to active engagement. Are you carrying too much of the leadership load yourself? Feeling like you're the only one coming up with ideas or pushing things forward? In this conversation, Hal shares a simple but effective framework to help leaders shift from telling to asking—and unlock the potential of their teams. Why teams become disengaged. // One of the most common frustrations leaders express is that their team feels stagnant or unmotivated. Hal suggests this is often not a team problem but a leadership problem. When leaders consistently provide the answers, shut down ideas, or unintentionally reward passivity, team members learn that their input isn't needed. Over time, they stop contributing and simply comply. What appears as laziness is often the result of a system that has trained people not to engage. From answer-giver to question-asker. // Many leaders are promoted because they have strong ideas and can solve problems quickly. However, if they continue operating as the “answer person,” they eventually limit both their own capacity and the development of their team. Hal emphasizes that asking better questions is the key to unlocking engagement. Questions reveal what team members understand, help them think critically, and shift ownership of solutions back to them. When people help create the solution, their investment in execution increases dramatically. The Smart Ask framework. // Hal introduces a practical coaching framework called Smart Ask, designed to guide conversations that lead to action. The process begins broadly by asking, “What issues are you facing?” This allows team members to surface their own challenges and become more self-aware. From there, the leader helps narrow the focus by identifying one clear goal for the conversation—something the person can act on immediately. Next comes a pivotal question: “If you could try anything, what would you do?” This opens up creativity and removes internal barriers that might limit thinking. From there, the conversation moves toward selecting one idea, identifying potential roadblocks, and outlining specific next steps. By the end, the team member leaves with a clear, self-generated action plan. Why buy-in matters more than the idea. // Even a great idea will underperform if the person responsible for executing it isn't fully invested. Conversely, a slightly weaker idea can produce better results if the team member has full ownership and enthusiasm. Engagement drives execution. When leaders consistently choose their own ideas over their team's, they unintentionally lower buy-in and limit results. Coaching toward self-leadership. // Over time, consistently using questions develops leaders who can think and solve problems independently. Hal describes the ultimate goal as “self-coaching” where team members begin asking themselves the same questions and generating solutions without needing constant input. This not only reduces the leader's workload but also builds a stronger, more capable team. Balancing development and delegation. // Hal cautions that delegation is not the first step. Rather, it's the result of development. Leaders must invest time in coaching and guiding their team before handing off responsibility. Skipping this process leads to frustration and failure. However, when leaders take the time to develop people through intentional questions and feedback, they create a foundation for effective delegation and long-term growth. Recognizing true engagement. // Leaders can spot engagement by watching for energy, initiative, and ownership. Engaged team members proactively solve problems, follow through on ideas, and bring solutions rather than just concerns. In contrast, disengagement shows up as slow execution, repeated questions, or a lack of enthusiasm. These are signals that more coaching, and better questions, are needed. Leading with humility and transparency. // For leaders who recognize they've been over-directing, Hal encourages a simple starting point: acknowledge it. Telling your team, “I've been giving too many answers, and I want to change that,” creates trust and opens the door for a new dynamic. This kind of vulnerability invites feedback and helps reset expectations for how the team will function moving forward. To learn more about Hal Mayer and his resources—including Smart Ask and The Coaching Playbook—visit halmayer.com or find his books on Amazon. Thank You for Tuning In! There are a lot of podcasts you could be tuning into today, but you chose unSeminary, and I'm grateful for that. If you enjoyed today's show, please share it by using the social media buttons you see at the left hand side of this page. Also, kindly consider taking the 60-seconds it takes to leave an honest review and rating for the podcast on iTunes, they're extremely helpful when it comes to the ranking of the show and you can bet that I read every single one of them personally! Thank You to This Episode’s Sponsor: TouchPoint As your church reaches more people, one of the biggest challenges is making sure no one slips through the cracks along the way.TouchPoint Church Management Software is an all-in-one ecosystem built for churches that want to elevate discipleship by providing clear data, strong engagement tools, and dependable workflows that scale as you grow. TouchPoint is trusted by some of the fastest-growing and largest churches in the country because it helps teams stay aligned, understand who they're reaching, and make confident ministry decisions week after week. If you've been wondering whether your current system can carry your next season of growth, it may be time to explore what TouchPoint can do for you. You can evaluate TouchPoint during a free, no-pressure one-hour demo at TouchPointSoftware.com/demo. Episode Transcript Rich Birch — Hey friends, welcome to the unSeminary podcast. So glad that you are tuned in to today’s episode. Man, we’ve got something super helpful for us. It’s one of these areas that many of us spend lots of time doing, but we maybe haven’t taken a step back and think thought about what do we do in coaching relationships? We all are involved in coaching staff and people on our teams. And today we want to help you with some practical steps to make that even better. Rich Birch — Excited to have Hal Mayer with us. He’s a coach and consultant for both businesses and business leaders and pastors who want to grow but don’t want to burn out. He’s authored a few books, including “Smart Ask”, “The Coaching Playbook”, and excited to have Hal on the episode today. Welcome. So glad you’re here.Hal Mayer — It’s good to be here, Rich. I’ve been a fan on the sidelines for years, and unSeminary was so good because I did the seminary thing, and I did all the stuff, and you’re right. There’s so many things we didn’t talk about there that you help us prepare for, so thank you for what you’re doing.Rich Birch — Oh, that’s super exciting. That’s kind of you to say, but I'm I’m really looking forward to today’s conversation. It’s been a while coming and so excited. We bumped into each other at the Exponential conference this year.Hal Mayer — Yeah.Rich Birch — Shout out to Exponential. I was like, we got to get you on. So excited that you’re here today. Well, why don’t we kind of start. Give us kind of the Hal background. Tell us for folks that don’t know, you know, you give us the kind of the 90 second, this is who Hal is conversation.Hal Mayer — Yeah, I, ah goodness, was born up north, came to faith in Georgia in high school. We moved down there, played basketball in college, and then coached for about five years. Married Sandy, moved off to seminary, finished that up, and I’ve been in Florida since ’84, serving in churches from the size of 200 to 12,000. Rich Birch — Love it. Hal Mayer — So all over the yard, and also do some business coaching in the middle of that.Rich Birch — Yeah, it’s so good. Yeah. And I’m, I really, that’s really what I want to tap in today. You spend your days coaching both pastors and businesses leaders, like we talked about that. Rich Birch — When, when someone first sits down with you, I want to kind of use the fact that you have a lot of these conversations today to help our listeners kind of take advantage of you. When someone first sits down with you, what’s like a common version of stuck that you hear, whether it’s a pastor or maybe a business leader, like do you hear common themes with folks.Hal Mayer — Yeah, you know, probably the most common thing I hear is our team’s stuck, our team’s stagnant. And I’ll say, what do you mean by that? And they’ll often say something that relates to this of, I have to come up with all the ideas. It seems like I’m the only one pushing the team to get going. I’m the only one with the ideas. They just seem often lazy, or they’re not doing it. What do I do to engage them?Rich Birch — Right. Love that. Well, man, I wish I hadn’t thought that. I haven’t thought that as a leader over the years. What what, so then take us the next step from there. What what, as you’re kind of coaching someone, I’m assuming as a leader, you know, I, or one of my convictions is our teams are a by-product of our leadership… Hal Mayer — Yeah. Rich Birch — …and we’re leading in a way that’s leading them to act that way. So what what leads our people to be like that?Hal Mayer — Yeah, I think it’s the leader. And that’s the fun thing to do. As a parent, I loved watching my kids do something that was dumb, but they repeated it, and it’s because it was rewarded.Hal Mayer — So I watch team members disengage because they come up with an idea and it gets shot down. Or they ask everybody in the room the idea and it’s only the leader’s idea they go with. And when that happens, they they kind of go, well, I guess we’re just here to hear his ideas. And they start pulling back and not engaging and just being compliant.Rich Birch — Interesting. I remember years ago we had a coach in who said who said to us, this is when I was on the senior leadership team of a fairly large church, fast growing. We were like four or 5,000 people at the time. And he spent a bunch of time with our ah you know with our team, with us.Rich Birch — And ah he looked at us and he said, listen, you guys answer way too many questions. You need to be asking more questions than answering questions.Rich Birch — And that was a pivotal you know changing moment for me as a leader. I was like, oh, Oh my word, that is so true. Talk us through that dynamic of, you know, asking the right questions versus always being the answer man or the answer person.Hal Mayer — You know, we usually get promoted because we did the job well or we have the answers. If we continue in that framework, one day we will run out of the answers, but let’s say we’re in that framework. I’m not developing anybody if it’s only my ideas we’re using. And if we’re only using my ideas, they’ve got ideas, but they’re dying. So what I encourage and push guys to do is exactly what you said, ask questions. Hal Mayer — I mean, questions will do a couple things. One, it will tell me what they understand. I mean, do they really understand the problem? I say, tell me what’s going on. Okay. What do you see here? And all that. It tells me, do they understand the problem? And I may have to probe some more, but I want them solving things that I find out about later. And to do that, I’ve got to lead different. Hal Mayer — For me, we were in a fast growing church in South Florida. And I was the answer man. And what I realized was I’m working harder and harder and I’m not developing people. So I started stepping back and then learning this principle and started asking questions, looking for their engagement. Here’s what I found. When they had the answer or they got to do what they wanted to do, their engagement went way up.Hal Mayer — So for me, not only did it go up, they began to develop. And I’ve had somebody say, well, I don’t have time to develop people. He said, in fact, if I develop them, they’ll just leave me. I say, yeah, yeah you know, it’s worse is if you don’t develop them, they stay, right? Right.Rich Birch — Right. Exactly.Hal Mayer — So I found this to be a tool for development: asking questions.Rich Birch — Okay, that’s cool. I, like talk to me more about engagement. What would be some telltale signs for you of like someone who’s really engaged, fully engaged versus, you know, when your team isn’t as engaged? Because maybe we’re having a hard time even discerning what that looks like.Hal Mayer — Yeah, I I mean, if they’re slow walking the solve that we came up with, if there’s no passion around it, if there’s no energy going in it, and I find myself even answering the same question over and over, I’m realizing more and more, I don’t have engagement. I’ve got compliance. And I really want them engaged and dialing in to what we’re doing. And to get that, I’m going to have to get them on the same page.Rich Birch — Well, and then obviously questions are at at a core of this. And a part of what I love about your resource, “The Smart Ask” or just “Smart Ask” is this framework, it’s it’s, you know, it’s simple… Hal Mayer — Yes. Rich Birch — …but powerful. So why don’t you kind of talk us through the Smart Ask framework? What’s kind of the basic arc that you try to walk someone through?Hal Mayer — Very good.Rich Birch — Coach us through that. Talk us through what that looks like.Hal Mayer — I start very broad and I’ll say, and by the way, I take notes, but at the end I give them the notes and I’ll explain that in a minute. Rich Birch — Okay.Hal Mayer — So I'll I’ll ask permission, can I take some notes? And they’ll say, sure. And I say, I’m going to give them to you. But our first question is, what are the issues you’re facing right now? And let them just elevate them out. Let them say everything they want to say, every problem they’ve got.Hal Mayer — And then I’d say looking at these problems, is what’s one goal that we could have for our time today? Now, what that does is it focuses it on a goal and what they’re going to do, not on me. It can’t be, how could you find me 10 more leaders? That’s not something we can do in that meeting.Rich Birch — Right.Hal Mayer — So I want a goal from them, something they can do when they leave the meeting. And so they say, you know what? I want to face this volunteer engagement. In fact, I use the illustration from the book about a preschool lady who said, I need 30 more volunteers to serve in preschool. And I said, well, I can’t get that for you now. So her goal was come up with an idea that I could engage 30 more people. And then I’d go with this.Hal Mayer — Okay. If you could do anything, what would you try? Yeah. And of course, the first, she says, anything? She said, yeah. She said, I’ll pay them $1,000 a piece. I said, okay.Rich Birch — Right.Hal Mayer — And I just write it down to go ahead and get that out and get them moving on to the next thing. Rich Birch — Right. Hal Mayer — And they run through things. And I listen, I’ve got to be careful not to go, oh, that’s a really good one. But let them talk about it. And as they get through, if I’ve got something at the end, I mean, as they’re going, I’ll go, anything else you could try? Anything else you could try? And you feel like you’re asking that too much, but what you’re doing is just unpacking all of it. If I’ve got an idea, I can add that in, but I don’t give any passion to it because I don’t want to control.Hal Mayer — Then I’ll say, now look at these. Which one of these ideas would you like to explore further? And they’ll look, and this lady said, I want to explore the one about a lemonade stand in the lobby, which I thought was a dumb idea. I didn’t tell her that, but I thought, aaaah.Rich Birch — Right.Hal Mayer — So then I said, okay, what potential roadblocks? Well, I’ve got to talk to leadership. Okay, what else? And they talk about that. And any detours?Hal Mayer — Well, if this happens, we’re walking through solving the problem before it approaches, right? And then the last thing I said, okay, if you’re going to do this, what will it look like? And we list out six or eight things. And I say, okay, let me know like it goes. And hand her the paper. In this case, I said, hey, listen, let me know on Instagram how it went. Rich Birch — Oh, nice.Hal Mayer — So the next week she picked up 40 new workers. And this was a very large church. Rich Birch — Wow.Hal Mayer — She picked up 40 workers with this idea, because it was hers. And to me, it was crazy. It worked. Hal Mayer — But so the the framework is you’re starting broad and you’re narrowing down. And I’m actually getting a set of to-dos and objectives. One, two, three, four, five. Then I hand them that. They’ve got their plan. All going to do is execute it. And they develop it when I’m asking them questions. Rich Birch — Yeah, I love that. Hal Mayer — Now, let me tell one of the advantages of that too.Rich Birch — Yeah.Hal Mayer — If I use that enough with them, there’s going to be a time when they come to me and say, and want to talk to me and I’m not available. They’ll say, well all he was going to do is ask questions. Rich Birch — Right.Hal Mayer — And they start going through the questions and they start self-coaching is what they do. And that’s the end game. That’s what I want. And by the way, when I use questions with people, I explain to them what I just did. So they can then take it and use it somewhere else.Rich Birch — Yeah, that’s cool. I’d love to start right back at the beginning. Hal Mayer — Sure.Rich Birch — I love this idea of really starting at a wide open. Hey, what challenges are you facing today? I think too often if we’re, I’m thinking in kind of the one-on-one situation, maybe I’m an executive pastor at a church of 1,500. One of my people comes to me and I go to that conversation, and I’ve got five things I want to talk to them about. Hal Mayer — Right. Rich Birch — But I love, you know, starting with what challenges are you facing? What happens if we skip that with people? If we if we don’t start there, I’m sure we get, you know, we end up in all kinds of bad places. Talk us through why you encourage people to start with that question.Hal Mayer — Especially early on when you’re coaching folks, because as they go later, they’ll kind of work through that, no, that’s the framework I’m going to work with. And they’ll come up with their biggest issue. But the reason I do that, I want to show this value to everything they’re facing. And I want them to elevate it, not me tell them what they’re doing, so they become more self-aware.Hal Mayer — Now, if they don’t list one of the things I see as an issue, I may say, and what about this? Is this an issue for you? Oh, yeah, that too. I just don’t want to put a lot of passion on it because then they’ll do what I want. And I want them to do something they’re passionate about because the framework just means I’m going to get more from it.Rich Birch — Yeah, that’s cool. That that’s a key lesson. I think particularly for first-time managers or people who haven’t managed a lot of people before, we don’t realize the weight of our voice, right? Hal Mayer — Right.Rich Birch — If we, you know, even by saying like, oh yeah, you’re right. That’s a good idea. Then all of a sudden they’re running with that idea just because you indicated it. That’s an interesting thing. That’s interesting. Rich Birch — Now one of the, I mean, you kind of pulled it apart, but I would love to double click on it there. To me, as I go through your framework, I can imagine, that, hey, “what if you could try anything” is a is a pivotal moment, is kind of a turning point, it is an important question. Why is that and so important? Maybe give us another example. I love the idea when you talked through with the lemonade stand, but talk us through why that’s so important and what does that unlock as we’re interacting with our teams and people?Hal Mayer — That’s a great question because what will happen there is if we don’t ask that question, ah it’s “what if you could try anything”, they may be in the back of their mind have something they go I can’t try that. So they keep trying to think somewhere else. Just get it out on paper.Hal Mayer — It’s like when I feel stressed or something, I just list everything that I’m dealing with and then I can focus on one thing.Hal Mayer — But I allow them to get it all out at that point of trying this and trying that. And usually what will happen is they’ll come up with six or seven ideas. And I say, “and what else” a lot? And it seems like I’m saying a lot, but is when they’re in the zone, they’re answering, well, could try this. Well, could try that. I could try this. And then I find which one they have the most energy around because that’s what they want to do.Rich Birch — Yeah. And obviously you would, you observe that, that energy and you’re like, Hey, it seems like this one, tell me more about that.Hal Mayer — No, no I don’t I don’t do that.Rich Birch — Oh okay. Okay. Talk to me about that.Hal Mayer — What I do is I say, okay, which one of these seven things would you like to try?Rich Birch — Okay.Hal Mayer — Once they identify it, then I say, okay, tell me more about that. What would that look… Why do you want to try? And and then we dive into that.Rich Birch — Okay. One of the things that this strikes me, and this, when I read, again, friends, you should pick up a copy of of this book and there’s a playbook as well I want to talk about. But but I think this could be ah a huge gift for…Just this week, two days ago, I was talking to somebody who, they asked me, they said, hey, what should I be doing in my one-on-ones? I’ve got these staff, what should I be doing with them? And I thought of this framework. Rich Birch — So I think the part of what I love that you’re driving towards is is buy-in. At least my, my my impression as an outsider looking in is that this would really increase the buy-in of my staff. Talk me through, you know, the connection there between buy-in and moving the organization forward and that sort of thing. What, how does that help us think through those issues? Hal Mayer — Yeah. I’m going to bring up the equation I use in the book, the buy-in equation, or the engagement question, whatever that is. I was a math teacher in a former life. So PBI, possible value of an idea, times BI, the buy-in, equals their ROI.Hal Mayer — Now, let’s say, you know, we’ve we’re we’ve got, you’re my boss and I’m doing student ministry and you have an idea because you did student ministry and all that. Your idea out of one 10, it’s going to at least be a nine. I mean, you’re Rich Birch. I mean, you have all the answers.Hal Mayer — Now me doing it, I don’t get any input on it. So I will comply. I will do it, but my buy-in is probably going to be about a three. I’ll do what you ask, but there’s not going be a passion with it. So 3 times your 9 idea is a 27. Hal Mayer — However, let’s say I come up with an idea and it’s not going as good as yours. In fact, it’s a only two thirds as good as yours. It’s a 6, but what’s my buying going to be if it’s my idea? It’s a 10.Rich Birch — A lot higher. Yeah.Hal Mayer — That’s a 60. So there’s a 60 ROI to my buy-in because of my buy-in as opposed to a 27. Now you had the better idea, but buy-in is what gets it done. We’ve seen that over and over again. When people are bought in on something, they often they’ll make a bad idea work. We’ve seen that.Hal Mayer — So for me, that’s what I want. I want full engagement. And when they know that they get to do their ideas, people are much more engaged than they’re running around doing mine. Rich Birch — Yeah, that’s so true. As a coach, somebody who obviously I coach people full time now and and that is you’ve you’ve named something there that I think is critically important and that oftentimes like I can’t coach people who don’t want to be coached.Hal Mayer — Right.Rich Birch — Right? Like if they’re not bought in, if they don’t think this will help. And, you know, I’ve said in other contexts, I’ve been like, man, the the leaders who who apply the frameworks we’re talking about are seeing great results. And those that are applying, the majority of them are seeing, but a lot of it is just their own buy-in on these issues. Hal Mayer — Right.Rich Birch — There might be a leader that’s listening in today that’s like, okay, this all sounds good, but like, what if my people just have bad ideas? Like, and if, if it’s going to push us in the wrong direction, like it’s one thing to be like, tell me seven ideas. All seven of those are crappy and they’re going to, we’re going to end up somewhere where I don’t want us to end up as it. How do I steer somebody back towards better direction?Hal Mayer — Yeah. One the things before I give people full leash or full run on something is I want to check out their readiness for it. For example, if I want to do brain surgery, I may be excited. I may have done AI search on it and Claude said, do it this way and all that. But I’m not ready for that. It wouldn’t take but a second to find that out. I found that out in high school. I went, so I worked at a gas station where they actually worked on cars too. And I saw a guy fixing the valve. So I went home and took my 1960s Comet and tightened the valves down and ended up having to get a valve job. Hal Mayer — I was excited. I was passionate, but I wasn’t ready. So if you don’t have people who are ready, you cannot hand it off to them. They must be developed some. They’ve got to have some experience. To hire somebody in fresh who’s never done it before and start leading with questions is like leading me with questions in how to operate. I wouldn’t have a clue. I’d be most excited about cutting. No, stop.Hal Mayer — However, questions also help draw focus. And sometimes the reason they don’t have ideas, is we haven’t focused them.Hal Mayer — I learned this with a physical metaphor. Somebody told me it would work. My son, pretty good basketball player. I had him out driveway. I said, son, see how many shots you can make out of 10? And so what that basically did was put a little pressure on, right? And he’s a good, so he shot four out of 10 from the three point line.Hal Mayer — I said, okay, let’s forget about how many you’re making and just shoot and answer my questions. I said, okay, what do you notice? All right, what do you notice about the ball? What do you notice about the ball? He hit 10 in a row. And what I discovered was, you know, you college athletes who will shoot seven out of 10 in a game, but in practice hit 20 in a row. It’s the fog of war or whatever.Hal Mayer — And so with employees, sometimes we haven’t asked enough questions. to get through that. However, we could also have some people who aren’t ready to lead. It’s not fair to expect them to come up with good ideas. They haven’t done anything. So both edges on that. Hal Mayer — And at the end of the day, all of the employees I have are my fault. And if I haven’t developed them, that’s on me, right?Rich Birch — Right. Yeah, that’s good. Talk to me about, so I feel like there are, lead there’s leaders on our teams or there’s people that are listening in today that think they’ve got buy-in, but they really actually don’t. They think their teams are really with them, but they don’t. How, what advice could you give us to try to spot the difference around buy-in that’s not actually there? Like I keep kind of bumping into this wall. How can, how can we spot that?Hal Mayer — You know I look for people who are solving problems. Are they solving them and telling me about it later? Are they coming to me with every problem? Because that means I’m still solving. Buy-in has to do with the passion and the ability to finish something. It doesn’t mean you work until 9 o’clock every night, but it does mean you manage to get the ball across the line.Hal Mayer — So when I watch a lack of energy around an idea or somebody slow walking it. Or maybe somebody asking questions that really aren’t, that are just curmudgeon questions. They’re asking questions just to find every hole that’s wrong. I mean, everything that you can find, well, suppose that doesn’t work. Suppose… That’s not buy-in because for me, my challenge is always, don’t tell me what won’t work or tell me what’s not working. Give me an idea of what we might try. At least then we’re thinking in solutions and not just problems.Rich Birch — That’s good. That’s really good. So a big part of scaling any organization, a growing church, a growing business is delegation, is leaders figuring out how to give away things they’re doing. I’ve said this in so many contexts, you know, roll this clock forward. The majority of what you’re doing, we need to figure out how to give to someone else… Hal Mayer — Right. Rich Birch — …how to empower a volunteer or another staff member to pick that up. How does asking better questions change the way we hand off responsibility to other people? How how does it help in that transaction?Hal Mayer — You know, I'm a big fan of Ken Blanchard and the book “Situational Leadership”.Hal Mayer — And I used to train that with a corporation. And one of the things I watch is people like to start people and like to delegate. But when they leave off the coaching in between, it’s not delegation, it’s abdication. And people fail. Hal Mayer — I go, what’s wrong? They said they understood. Well, you stay engaged. I mean, you give them a task. You stay engaged. You’re asking questions. Soon, you’re no longer asking questions to to help them figure out what to do. You’re just asking questions to draw focus. And then you know they’re ready. You can hand it off to them. Hal Mayer — But you’re right. If we’re not finding a way to delegate, but delegation is not the first step nor the second. It’s more like the fourth, right? You watch me. We do it together. I watch you. You’re doing it. However you want to call that. But it takes more engagement. Hal Mayer — People say, well I don’t have time for that. Well, here’s the deal. You can pay me now or you’ll pay me later. But you’re going to pay me. If you’re if you’re not developing people, you’re going to run into a system where you’ve got a bunch of people who don’t know how to think and do. And that’s on you.Rich Birch — True. Yeah, that’s so true. And if we don’t start that process, hey, you watch me, we do together. And if we don’t start that process today, we’ll never get there. And so it takes time. But we’ve got to, you know, that’s, that’s what it we just constantly have to repeat that over and over and over in our areas. I love that. So let’s talk more specifically about the books specifically. So it’s “Smart Ask: Questions that lead your team to win.” Where can we pick up copies of this? If people are looking, because I think this is not a huge book. It’s, you know, if you’re watching on video, it’s just a little thin one, but it’s got, it’s one of these ones. It’s a quick read. You could literally give it to a team member and say, hey, let’s read through this. And then we’re going to talk about it next week. I’d love to get your thoughts on it. But talk to us kind of, when why did you put this together in a book form?Hal Mayer — Well, I was training it and people kept asking me questions. And the only reason I write books is to stop answering all the questions I get asked, right? Is to put it out there. I mean, Seth Godin’s idea of a long tail, right? I want it to last when when I put a book out there.Hal Mayer — So “Smart Ask” is on Amazon, but it was created for the purpose to to help people, after I’ve used it in coaching, to be able to take it then and train their teams. Because it dives in also to the why it works and and such as that. But you’re right, intentionally a short book because I like short books and there you go.Rich Birch — Well, and we all, you know, I can say this as an author, that we’re tempted when we write to be like, well, I’m just going to stuff a bunch of other stuff in there.Rich Birch — But this is, it’s to the point, it’s it’s focused, it’s a great training material, I think, like you say, for you know for our entire team.Hal Mayer — Right.Rich Birch — But then you also put together a playbook. Talk us through how this is different than just the standard book.Hal Mayer — Well, my daughter-in-law, Chrissy, Chrissy Mayer, married to my son. She’s a pastor over to church in Tampa, Grace Family Church. And she said, why don’t you create a handbook for it? And you know what I said? Why don’t you do that?Rich Birch — That sounds like a great idea for you.Hal Mayer — So I said, that sounds like great idea. Once you create the framework, I’ll get it published on. So she did the work and we got together and we put it there. And the reason for it is you can take your coaching conversation, it has all the questions in it. It’s got lines you can write answers. And it gives you a chance to keep up. And I would probably take a picture and send the person they’re the the answers they gave to the questions or whatever like that. It just helps you stay on track. So you’ve got all the questions right there.Rich Birch — And yeah, talk us through the the handing off of the notes back to someone. I think that’s a great move. Hal Mayer — Yeah.Rich Birch — Talk us through why that’s important. Why is that such a critical piece of the puzzle?Hal Mayer — Well people are so used to us building files on them. And you’re going to put that in my file to show that I didn’t know what to do? And so I asked for permission on the front end to take notes. Now, if I’m the boss, I’ll do take notes if I want to. But I I won’t and I won’t if they say no, though. So I’m I’m really giving it to them. And I tell them, I’m going to give you these at the end because I don’t want them taking notes. I want them talking. I want their full engagement with me. And you can’t get that while they’re writing.Rich Birch — That’s good.Hal Mayer — So I said, you just pay attention to me. I’ll take the notes and I’ll give you them at the end. Then you hand them at the end and they’ve got their execution plan.Hal Mayer — So my meeting with them, usually it’s a 30-minute meeting and land with an execution plan that gets handed to them and they go back and do the work. So it pulls them into full engagement. They’re not getting distracted by trying to write down everything or slow play that way. So I’m taking notes again, putting value to them. Hal Mayer — When when they’re the hero, right, and I’m the guide, what I’m doing is is setting them up. And when you take notes on somebody, that means something to them. Rich Birch — Right, right. Hal Mayer — So that’s where I am. Rich Birch — Yeah, that’s cool. Now, what about, so one of the tensions I have found in my one-on-ones is wanna make sure that I’m doing all the other stuff: caring for them, you know releasing, you know I guess, finding barriers that that I can pull apart for them and say like, hey, here’s some stuff. Yeah, I’m gonna take some to…Hal Mayer — Right.Rich Birch — And I’ve said to my team in the past, hey, I’m hoping that you don’t walk away from this with a bunch of to-dos. That’s not the the goal of today. I want to help you. And I know you got a lot going on. I don’t want to just dump on you today. And so how do you avoid that in this framework that we don’t end up with? Okay. Every time they meet with Hal, now I’ve just ended up with a plan that I just, gosh, I just gave myself more work to do. How do you, how do you, do you understand that tension?Hal Mayer — Yeah, I don’t do this every meeting with them.Rich Birch — Okay.Hal Mayer —  The meetings on there. And I, you know, I’ll check in. How are you doing? One the things I i really want to pay attention to is the emotional, soul, health of the individual.Rich Birch — Yeah, that’s good.Hal Mayer — Because we’ve got people facing burnout today. So I’ll ask them, you know, tell me on a scale of one to 10, what are you feeling? You feel like you want a 1 being I want to go home and go to bed, a 10 being let’s charge hell with water pistols. Right, that gives me a framework. The number doesn’t really matter. I just compare it each time to see if they’re tanking.Hal Mayer — The second thing I’ll ask for is give me a win in your private life, in your home.Rich Birch — That’s good.Hal Mayer — Give me a win in your ah ah ministry side because I want to get them on the positive run. And then I’ll say, anything you need from me. And this may be 15-minute meeting. But what it is is I’m checking in on them. If I have something I need them to do, sure, I can tell them. But I’m checking in on them, and ah that gives them value, right?Rich Birch — Yeah, that’s good. Yeah, that’s really good. That’s good. I love there’s, friends, as you’re listening and you can tell Hal’s done this a few times. And so, you know, it’s been such a great conversation for you. So if if I’m a church leader listening in today and I feel like, man, I’m doing way too much telling and not enough asking, where would I, and and maybe even my team has told me this.Hal Mayer — Yeah.Rich Birch — Where do I start? How do I start to shift that dynamic with my people? Because because you you you kind of set this up at the beginning of like the teams that are passively disengaged, they’re just waiting for for you to give the list of, okay, go do these 12 things and then come back. How do I shift that dynamic? Where do I start? If i if my analysis is, I think that I’ve actually done that to my team, ah where would we start?Hal Mayer — If I’m convinced of that, I start at this place and I’ve done this before. Guys, you know what? I’ve been running our meetings and coming up with the answers and that’s not fair. So what I want to do is pull back more and get your engagement. So I’m going to be asking questions. I need your engagement in this meeting and your ideas coming. And in fact, if you see me over talking, catch me one-on-one afterwards and give me some feedback because I’m open up the feedback loop then, right?Hal Mayer — But I will do some self-disclosure and just own it because here’s what I do know. If you don’t own it, they won’t recognize the difference later. For example, if I tell somebody, you know what, I’m going to work on asking more questions. Six months they go, wow, you’re asking more questions. If I don’t tell them, they’ll never at they’ll never notice. Sometimes you have to highlight it. Hey, I’m going to stop being the guy trying to be the smartest man in the room, and I’m going to do this.Rich Birch — Yeah. Yeah.Hal Mayer — People get, vulnerability from a leader is a great thing, right? Own their stuff, but come up with some resources ah to help them, so so you’re asking more questions.Rich Birch — Yeah, that’s good. I like that. I like i think that’s a keen insight, that not just like shifting the behavior, but actually pointing to it like, hey, as a person, I’m changing. And the implicit, the great kind of ninja move you’re doing there is like, and therefore I need you to change because, you know, what?Hal Mayer — Right. Right.Rich Birch — I’m changing because I don’t think this is working. Implicit in that is I don’t think our relationship is structured correctly and we need to figure out a different way to do that. You don’t even need to necessarily say that. But but flagging that, hey, I need to change my approach, I think is a really smart move for sure. That’s you know that’s fantastic. Rich Birch — Well, as we’re coming down to land today’s episode, any kind of final words around this idea of asking, leading with questions rather than being the answer person all the time?Hal Mayer — Yeah, this model doesn’t mean you don’t ask offer suggestions. This model doesn’t mean you couldn’t collaborate to build it. It just means you can’t be the person always having the answer.Hal Mayer — And it’s engaging other people. And the thing you will find for me that I have found, when I truly am asking them for their ideas and we execute on their ideas, they’ll come back later and say, you know, I thought that was one of those conferences you went to that said ask questions.Hal Mayer — But you actually did execute on what we talked about. Then they’re more engaged because everybody wants has ideas and wants to be heard and wants to be a part. I think people are motivated. They’re just not motivated when we take over a meeting and and run everything, right? There’s an intrinsic motivation. There’s there’s something they want to do. They’re in ministry, not because they’re just wanting to plow through. They want to see a difference. Well, they’re in the business cycle.Rich Birch — Yeah. Yeah, that’s very true. And I think that’s a good reminder for us. I think sometimes we can get caught in the weeds of running Church World and we forget that like all these people have chosen to be here. They could be doing something else. Hal Mayer — Right.Rich Birch — And how do we bring the best out of them? And how do we, you’ve encouraged me to thinking about long term the long-term win, that really engagement, even if we have to walk through a couple of things that maybe are not the best, because… But if I can get engagement up with my team, man, that’s way better place than like, sure, we have the, it’s the, you know, it’s that perfect plan that’s poorly executed. We want to avoid that, you know, even an imperfect plan. But if it’s got tons of engagement behind it, man, there’s some gold there that we need to think more clearly about. That’s good. Love it. Hal Mayer — Yep.Rich Birch — Well, I want to send people to Amazon to pick up both of these. I think it’d be great. I really do think this could be the kind of book you could build a staff training around it, friends, really easily. You’ve got 15 staff. You could buy 15 copies of this and say, hey, you’re going to read this. And then we’re going to come to our you know team meeting in two months or whatever in a month. And we’re going to work through how do we ask better questions in our our training. That’s how it sticks out to me. Anywhere else we want to send people online to connect with you or to pick up copies of the book?Hal Mayer — You can catch my web website at halmayer.com. They can email me at hal@halmayer.com or I’m on the socials just as Hal Mayer. I, my son is Hal Mayer also, but I beat him to all of them. So I’m Hal Mayer on Instagram, Facebook, LinkedIn. It’s just /halmayer. So I win there.Rich Birch — Nice. Really appreciate you, Hal. You’re a good friend of leaders and I appreciate you being on today. Thanks for being here.Hal Mayer — Thanks, man. It’s been an honor.

În România, lupta împotriva risipei alimentare capătă tot mai mult contur prin activitatea rețelei naționale de Bănci pentru Alimente, care recuperează surplusul de produse bune pentru consum și îl redirecționează către persoane vulnerabile.  Într-o țară în care milioane de oameni trăiesc în risc de sărăcie, iar tone de mâncare sunt aruncate zilnic, acest sistem creează o punte concretă între risipă și nevoie, transformând surplusul în sprijin real pentru comunități.Te poți implica și tu: urmărește banca din orașul tău – poate fi București, Cluj, Brașov sau Timișoara, printre altele – și fii pe fază la următoarele colecte de alimente din marile hipermarketuri. De obicei se întâmplă în preajma sărbătorilor importante, iar în acele perioade, voluntarii băncilor vor fi prezenți chiar la ieșirea din magazine, ca tu să poți dona pe loc câteva produse neperisabile. 

Democrat Rob Sand talks more about his ideas for water quality as he campaigns to be Iowa's next governor. Implicit bias prevention training for law officers wouldn't be required under a bill on the governor's desk. And buying beef in bulk might be a way to save money on beef.

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In this episode, Dr. Nicole LePera discusses her book on how to reparenting your inner child can transform your life heal old wounds. She explores how childhood experiences create implicit emotional memories that shape adult behaviors and nervous system responses. Dr. Nicole also introduces her Individual Development Model, covering five developmental spheres, and explains how “parenting yourself” means becoming your own nurturing caregiver. The conversation addresses shame, resilience, and why change feels uncomfortable before it feels better, emphasizing that small, consistent actions build self-trust and create lasting transformation. Exciting News!! My new book, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠How a Little Becomes a Lot: The Art of Small Changes for a More Meaningful Life, is now available!!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Key Takeaways: The concept of the inner child and its impact on adult behavior. The psychological and biological basis of childhood adaptations. Implicit emotional memories and their influence on current behaviors. The Individual Development Model and its five spheres of development. The process of “parenting the inner child” and its practical applications. The role of shame in personal identity and its development. Strategies for breaking the shame cycle and fostering self-compassion. The importance of small, consistent actions in personal change and healing. The definition of resilience as the ability to process emotions and adapt to life's challenges. For full show notes:⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠click here⁠⁠⁠!⁠⁠⁠⁠⁠⁠⁠ Connect with Dr. Nicole LePera:  Website | Instagram | LinkedInIf you enjoyed this conversation with Nicole LePera, check out these other episodes: Internal Family Systems with Richard Schwartz How to Find Your Path to Healing and Post-Traumatic Growth with Ralph De La Rosa By purchasing products and/or services from our sponsors, you are helping to support The One You Feed, and we greatly appreciate it. Thank you! This episode is sponsored by: Alma has a directory of 20,000 therapists with different specialities, life experiences, and identities, and 99% of them take insurance. Visit helloalma.com to learn more! Brodo Broth: Shop the best broth on the planet with Brodo.  Head to Brodo.com/TOYF for 20% off your first subscription order and use code TOYF for an additional $10 off. Quince: Refresh your wardrobe with Quince by going to Quince.com/feed for free shipping and 365-day returns. Now available in Canada, too. Rocket Money Let Rocket Money help you reach your financial goals faster. Join at rocketmoney.com/feed. Pebl – an AI-powered platform that helps companies hire and manage global teams in 185+ countries. Get a free estimate at hipebl.ai Hello Fresh – Get 10 free meals + a FREE Zwilling Knife (a $144.99 value) on your third box. Offer valid while supplies last. David Protein bars deliver up to 28g of protein for just 150 calories—without sacrificing taste! For a limited time, our listeners can receive this special deal: buy 4 cartons and get the 5th free when you go to www.davidprotein.com/FEED Learn more about your ad choices. Visit megaphone.fm/adchoices

Why Estimating and Planning Still Matter - Mike CohnOver the years, I've talked with a lot of teams who've been burned by estimating and planning.They've seen estimates treated as promises.Plans turned into contracts.Teams punished for being wrong rather than rewarded for learning.Given experiences like those, it's understandable that many teams conclude the solution is to eliminate estimating and planning altogether.I think that's a mistake.Estimating and planning still matter—not because the future is predictable, but because it isn't. Teams and organizations still have to make decisions about what to work on, what to delay, and what risks they're willing to accept. Those decisions don't disappear just because we stop estimating.Any time we choose one piece of work over another, we're estimating. The real choice isn't whether to estimate, but whether those estimates are explicit or implicit. In my experience, explicit estimates create transparency. Implicit estimates just hide the guessing.One of the biggest problems with estimating is the belief that estimates exist to be accurate. A better question is whether an estimate is good enough to support the decision being made. When teams make that shift, estimating becomes far less stressful—and far more useful.The same is true of planning. Planning doesn't reduce adaptability. Over-commitment does. Good planning aligns assumptions and intent so teams can adjust quickly when things change.I often hear people say, “Estimates are always wrong.” Being wrong isn't the real problem. Estimates are hypotheses, and reality supplies the data. The real failure is treating estimates as promises and punishing teams when reality turns out to be more complex than expected.Before estimating or planning, I encourage teams to pause and ask three questions: What decision does this support?What happens if we're wrong?Who will use this information—and how?If those questions don't have clear answers, the problem usually isn't how the team is estimating.It's why.How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

Implicit faith, the Filioque, the need for Sacraments and more on this Friday's edition of Called to Communion with Dr. David Anders.

Most people treat resentment like something to push away or white-knuckle through. But before you can release it, you need to know what you're actually holding — because not all resentment is the same, and the way you work with each type is completely different. In this episode, we break down six distinct types of resentment, why one of them is actually a loving emotion, why chronic resentment has nothing to do with time, and what the path toward healing actually looks like. What we cover: Why resentment is the perception of being treated unfairly — and why that word matters more than you think The CBT triangle: how your beliefs and perspectives create your feelings, not just the events themselves Six types of resentment: deflected, relational, protective, displaced, inherited, and self-resentment turned outward Why protective resentment blocks genuine repair — even when the other person is actually changing How implicit memory and the nervous system keep old wounds alive in present-day relationships A three-part framework for what to actually do with resentment once you've identified which type you're holding TIMESTAMPS: 00:00 — Why releasing resentment without understanding it doesn't work 01:15 — What resentment actually is: perception, not reality 02:25 — CBT and the triangle: how perspectives create feelings 03:20 — The example: I resent my spouse because they don't care about me 05:00 — Resentment vs. anger: why resentment is waiting for something 05:39 — Intro to the six types 06:03 — Type 1: Deflected resentment 09:44 — Type 2: Relational resentment 12:14 — Type 3: Protective resentment 14:45 — Type 4: Displaced resentment 18:00 — Type 5: Inherited resentment 20:00 — Type 6: Self-resentment turned outward 22:40 — The disempowerment cycle and how to get your power back 23:57 — Why chronic resentment has nothing to do with time 24:40 — Implicit memory and the nervous system 27:27 — The cognitive bias underneath resentment 30:33 — What to do: identify the type, find the belief, understand beliefs are workable 35:04 — The Practice ORDER MY BOOK: Why We Fight is my new book published by HarperOne. The book is a roadmap for understanding the core wound driving your conflict patterns, and how to change them. Available wherever books are sold.

What if the problem isn't who's helping, but how you're asking for help?In this episode of Life of And, Tiffany shares how shifting from implicit expectations to explicit agreements changed everything. After years of feeling overwhelmed by the lack of support in her family and work, Tiffany realized that real work wasn't about getting others to do more. It was about learning how to ask for help in a way that felt clear, respectful, and empowering for everyone involved.Tiffany talks about the power of explicit agreements and how defining tasks and responsibilities helps reduce resentment and creates space for meaningful support. She discusses how implicit expectations often lead to frustration and power struggles, and how clear, intentional conversations can transform relationships at home and at work.What You'll LearnHow to shift from passive frustration to active communicationWhy implicit expectations create power struggles and how to avoid themHow to engage family and colleagues in ways that empower them to helpThe importance of creating clear boundaries and agreements for a healthier, more sustainable lifeFor more from Tiffany:Follow Tiffany on Instagram: https://www.instagram.com/tiffany.sauderLearn More: https://www.tiffanysauder.com Ready to build your own Life of And? Explore the program: https://www.tiffanysauder.com/Program Timestamps:(00:00) Intro(00:32) Understanding why no one helps you(01:11) Implicit expectations vs explicit agreements(02:08) Defining what help means clearly(03:57) How to ask for specific support(05:20) Respecting no and setting boundaries(07:41) Giving teenagers agency over tasks(08:49) Using explicit agreements at workCheck out the apps and sponsor of this episode: Created in partnership with Share Your Genius www.shareyourgenius.com Learn more about First Internet Bank: https://www.tiffanysauder.com/First-Internet-Bank

🧭 REBEL Rundown 🔑Key Points 🌱 Growth mindset transforms learning – Residents and students who believe skills can be developed are more open to feedback, more resilient after failure, and more engaged in practice.🧠 Language matters in feedback – Simple reframes such as “You’re developing procedural skills” instead of “You’re not strong at procedures” encourage persistence and normalize the learning curve.🤝 Mindset shapes team culture – Growth mindset leaders foster psychological safety, invite input, and create collaborative teams. Fixed mindset hierarchies, on the other hand, silence voices and can compromise patient care.🔥 Growth mindset protects against burnout – By reframing mistakes as part of the process, clinicians reduce perfectionism and shame, bolstering resilience and wellness.🔍 Practical steps start with self-talk – Add the word “yet” to limiting beliefs (“I’m not good at X…yet”) and shift feedback questions toward improvement (“What’s one thing I can do better next time?”).🛠️ Embracing mistakes with a growth mindset – Leads to more effective feedback loops and improvement do this by building a culture of psychological safety is crucial for growth and reducing medical errors. Click here for Direct Download of the Podcast. 👀Previously Covered and Related Content: REBEL EM: The EM MindsetREBEL EM: Titles Dont Make LeadersREBEL EM: Mind of the Resuscitationist with Scott WeingartEM Crit: Making Things Happen with Cliff Reid 📝 Introduction Welcome to this episode of REBEL MIND, where MIND stands for Mastering Internal Negativity during Difficulty. Here we sharpen the person behind the practitioner by focusing on things that improve our performance, optimizing team dynamics and the human behavior that embodies the hidden curriculum of medicine. Mindset shapes everything we do in medicine—from how we teach and learn to how we show up for patients at the bedside. Drawing from Carol Dweck’s influential book Mindset, this episode of REBEL MIND explores the critical difference between a fixed mindset (believing abilities are innate and static) and a growth mindset (seeing skills as things that can be developed through effort and feedback). We sat down with Dr. Kim Bambach, an emergency medicine physician and medical educator, and Dr. Frank Lodeserto, a dual-trained intensivist and internal medicine program director, to unpack how mindset influences medical education, bedside performance, and physician wellness. In this episode, we delve into how the mindset of clinicians can profoundly influence their performance, professional growth, and ultimately patient care Cognitive Question How does adopting a growth versus a fixed mindset influence clinical performance, medical education and patient outcomes? 🌱What is Growth vs Fixed Mindset? In Carol Dweck’s research, two primary mindsets are highlighted: Fixed mindset: Which sees intelligence and skills as staticIn the medical field, adopting a fixed mindset might lead a clinician to avoid complex cases due to fear of failure.Growth mindset: Which views abilities as improvable through dedication and effort. In contrast, a growth mindset encourages embracing challenges as opportunities for learning and development. 🏥How This Applies to the Emergency Department or ICU? In high-stakes environments like the ICU or the ED, the mindset adopted by healthcare providers can distinctly shape patient care and team dynamics. A fixed mindset might lead to defensive behaviors and a reluctance to engage in challenging cases, potentially stunting personal and professional growth. Conversely, a growth mindset not only fosters resilience and adaptability but also enhances team collaboration and patient outcomes by encouraging open communication, continuous learning, and acceptance of constructive feedback. ⏩Immediate Action Steps for Your Next Shift  **Monitor Self-Talk**: Notice your internal narrative when faced with challenges. Replace negative, fixed-mindset thoughts with growth-oriented ones like “Not yet” or “What can I learn from this?”**Promote a Culture of Inquiry**: Challenge yourself and your team to engage in constructive questioning and explore alternative diagnoses or treatment plans to encourage a growth-centered environment.**Model Vulnerability**: Share personal learning experiences and mistakes with colleagues to normalize the growth process and reduce the stigma of imperfection.**Reframe Feedback**: Instead of broadly asking, “How did I do?” inquire, “What’s one thing I can improve on next time?” This shift helps maintain focus on growth rather than performance validationFeedback is a whole another topic that we plan to have dedicated episodes and blog posts. This is an area where sometimes faculty struggle and often learners are asking for more/improved feedback. 💬Conclusion Cultivating a growth mindset in medicine isn’t merely about staying positive; it’s about embracing continuous learning in the face of challenges. It involves creating supportive environments that encourage vulnerability, experimentation, and resilience. By adopting these practices, clinicians can improve not just personal competencies but also enhance patient care quality and safety. 🚨 Clinical Bottom Line Clinicians who embrace a growth mindset not only enhance their skills but also contribute to a more dynamic, adaptive, and error-resilient healthcare environment. Remember, the best clinicians are those who never stop learning, not the ones who never make mistakes. Episode Audio Edited By: Kim Bambach, MD and Mark Ramzy, DO (Twitter/X/IG: @MRamzyDO)Post Peer Reviewed By: Marco Propersi, DO (Twitter/X: @Marco_Propersi) Further Reading and References Claro S, Paunesku D, Dweck CS. Growth mindset tempers the effects of poverty on academic achievement. Proc Natl Acad Sci U S A. 2016 Aug 2. Epub 2016 Jul 18. PMID: 27432947Blackwell LS, et al. Implicit theories of intelligence predict achievement across an adolescent transition: a longitudinal study and an intervention. Child Dev. 2007 Feb; PMID: 17328703Hopkins SR, et al. Trainee growth vs. fixed mindset in clinical learning environments: enhancing, hindering and goldilocks factors. BMC Med Educ. 2024 Oct 23 PMID: 39443909Memari M, Gavinski K, Norman MK. Beware False Growth Mindset: Building Growth Mindset in Medical Education Is Essential but Complicated. Acad Med. 2024 Mar 1. Epub 2023 Aug 30. PMID: 37643577 Meet the Authors Mark Ramzy, DO Co-Editor-in-Chief Cardiothoracic Intensivist and EM Attending RWJBH / Rutgers Health, Newark, NJ Kimberly Bambach, MD Assistant Professor of Emergency Medicine The Ohio State University Wexner Medical Center, Columbus, OH Frank Lodeserto, MD Internal Medicine Residency Program Director Cape Fear Valley Medical Center, Fayetteville, NC The post REBEL MIND – Growth vs Fixed Mindset in Medicine appeared first on REBEL EM - Emergency Medicine Blog.

What's the difference between explicit and implicit autistic characters? Here's Corben Havener discussing explicit and implicit (or “coded”) autistic characters as two different ways of portraying neurodiversity in media.  The following clip is from a roundtable discussion with our Global Autism Community, where Autistic self-advocates shared their opinions on how autism is represented in the media. Welcome to Autism Tips & Tools, where we highlight the best practical guidance from previous episodes of Autism Knows No Borders. Whether you're a self-advocate, a family member, or a service provider, there's something here for you! This conversation with our Global Autism Community was originally released on April 14, 2022. Would you like to hear more about accessible technology? Click the link below for the full conversation and be sure to subscribe to hear more from people connected to autism inspiring change and building community.  Representation in the Media, with the Global Autism Community Let's work together to transform how the world relates to autism. ----more---- We appreciate your time. If you enjoy this podcast and you'd like to support our mission, please take just a few seconds to share it with one person who you think will find value in it too. Follow us on Instagram: @autismpodcast Join our community on Mighty Networks: Global Autism Community Subscribe to our YouTube channel: Global Autism Project We would love to hear your feedback about the show. Please fill out this short survey to let us know your thoughts: Listener Survey 

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In the introduction to “The Surangama Sutra, A New Translation” by the Buddhist Text Translation Society, the section on “The Reasons for the Teaching” explains six reasons for this particular sutra, the title translating to something like, "heroic march or journey": 1) The first is the importance of balancing learning and meditation practice. The authors explain that Ananda, the interlocutor in this sutra, had “the keenest memory of all the Buddha's disciples” but thought he could rely solely on his intelligence and neglected his meditation practice, thus making himself vulnerable to the “spell” the young courtesan in the story cast upon him on the way to the meeting with Shakyamuni Buddha.They also explain “The Syllogism and the Tetralemma” as key forms of formal logical argument that the Buddha employs in trying to help Ananda navigate the intricacies of the nondual nature of Mind. Quoting one example, using the five parts of a syllogism: proposition, reason, instance, application and conclusion: 1) Proposition: it is the mind, not the eyes, that see2) Reason: our visual awareness is active even if nothing is being seen;3) Instance drawn from ordinary life: In the Buddha's words, “If you asked a blind man on the street, ‘Do you see anything?' he would no doubt answer, ‘All I see is darkness.'”4) Application of the instance: “Reflect upon what that might mean. Although the blind man sees only darkness, his visual awareness is intact.”5) Conclusion: “The eyes themselves simply reveal visible objects; it is the mind that sees, not the eyes.” A brief explanation of the Tetralemma, or Fourfold Negation, follows: In the logic of ancient India, statements could be affirmed, negated, neither affirmed nor negated, and both affirmed and negated. In this fourfold negation, sometimes called the “tetralemma,” (catuskoti), a proposition is asserted to be neither true, nor not true, nor both true and not true, nor neither true nor not true. That's a lot of neither-nors, for those of us who presume that Zen promotes a positive mental attitude. But they go on to explain that “This formula can serve as a reminder in our practice that all we perceive is empty of any attribute, and so nothing definitive can be asserted about the world and the contents of the mind.” In more recent times, namely the Thirteenth Century, Master Dogen affirms this tenet in several fascicles from his masterwork, the Shobogenzo, including “Self-Fulfilling Samadhi (J. Jijuyu Zammai): All this however does not appear within perception because it is unconstructedness in stillness — it is immediate realization. If practice and realization were two things, as it appears to the ordinary person, each could be recognized separately. But what can be met with recognition is not realization itself, because realization is not reached by a deluded mind. Implicit in this last is that, therefore, any form of recognition, of any perception, is itself delusion. It is only when perception itself undergoes deconstruction that the delusory nature of perception becomes apparent. If fundamental reality cannot be perceived, let alone recognized, described and asserted as real, we have to embrace a new definition of primary experience itself, most immediately before it is translated into perception. Nagarjuna gets a mention as the founder of the “Emptiness (Madhyamaka) school of Buddhism” who “popularized the logical negation of these four possibilities as a way of showing the emptiness of anything that might be construed as a real, permanent self or phenomenon or as an attribute of a real, permanent self or phenomenon.” Note that the imputed self is lumped in with all other phenomena as fundamentally unreal. The question of whether things are real or not, is not the question in Zen, however. The existential question in Zen is not either-or black-and-white, but HOW things exist. They exist by virtue of emptiness; that is, with determinate characteristics of impermanence, imperfection, and insubstantiality. Given these three attributes yes, things do actually exist. For now. Forever is a different story. One might argue the case that “thingness” exists forever, and that no single thing is separate from all things. But what we perceive as a thing is pulling a fast one on us. Don't be fooled. An interesting and, I think, cogent definition of enlightenment and awakening is included, and I quote: In this volume we use the English terms “enlightenment” and “awakening” as synonyms. In Buddhism, when these terms are used in a formal sense, they do not connote a temporary experience but rather a complete and irreversible transformation of one's fundamental way of being in the world. Only the enlightenment of a Buddha is perfect and complete. The text goes on to explain that others, such as those folks who function as Bodhisattvas, “have awakened but have not perfected their awakening.” There are several other definitions of some of the more ubiquitous jargon terms of Buddhism, which often go unexplained, and just as often lend to confusion, rather than alleviating it. While the idea of perfecting awakening may seem to contradict the mark of imperfection that is one key characteristic of dukkha, the unsatisfactory nature of sentient existence, it is important that we do not go off the deep end of intellectual analysis with every seeming contradiction. We must have faith that there is no real dichotomy in reality. As Matsuoka Roshi would often say, there is no dichotomy in Zen. That all such confusion will be resolved in meditation of the “right” kind, is a kind of faith in Zen Buddhism. So just where is this so-called mind? If there is such a thing, it must be somewhere, right? And what about this Original Mind versus ordinary mind? Are there two minds? We often hear the trope, “I am of two minds about this…” This is one of many confusions that arise in Zen practice, owing to the dualistic nature of the discriminating mind trying and failing to comprehend nonduality. The question or conjecture of the true mind versus the constructed mind may be considered foremost in the focus of Zen meditation. In the section on “The Request [from Ananda] for Dharma,” the dialog ensues: The Buddha said to Ānanda, “It is as you say: your mind and eyes were the reason for your admiration and delight. Someone who does not know where his mind and eyes are will not be able to overcome the stress of engagement with perceived objects… I am now asking you: precisely where are your mind and eyes?” In the interrogation that follows, Ananda responds with great sincerity and increasing stress as Buddha mercilessly rejects each response, thus mercifully reducing Ananda's reliance on intellectual analysis to the level of futility. Ironically, Buddha expresses the very engagement with perception as a form of stress. That the mind is in the body is the first and most obvious idea, dismissed immediately with a syllogism, demonstrating the impossibility of Ananda's assertion. Same for outside the body. Ditto for residing in the faculty of vision. Even that the mind is in the middle, between the sense faculty and its object. Even no specific location — no dice. One gets the impression that Ananda is like the sinner in the old spiritual, “O sinner man, where you gonna run to? All on that day.” There is no place to hide, no answer that is going to satisfy this demon in hot pursuit of him. This may represent the first koan assignment and the following distress-inducing exchange with the Rinzai master. Then Buddha performs a minor miracle, as he is wont to do — so that all present have an intense, if unexplainable, experience of the Buddha's power, involving light radiating from his countenance, infinite worlds appearing in all directions at the same time — your garden variety astonishing sign that he is about to say something significant, so listen up: People who undertake a spiritual practice but who fail to realize the ultimate enlightenment…all fail because they do not understand two fundamentals and are mistaken and confused in their practice. Ānanda, what are the two fundamentals? The first is the mind that is the basis of death and rebirth and that has continued since time without beginning. This mind is dependent on perceived objects, and it is this mind that you and all beings make use of and that each of you consider to be your own nature. The second fundamental is full awakening, which also has no beginning; it is the original and pure essence of nirvana. It is the original understanding, the real nature of consciousness. All conditioned phenomena arise from it, and yet it is among those phenomena that beings lose track of it. We are going to have to leave it there for this segment. A real cliff-hanger, with lots for you to chew on. We will continue with “The Nature of Visual Awareness,” one of my personal obsessions, next time, with a brief wrap-up of where the mind really resides. Thoroughly investigate this in your meditation, as Master Dogen would advise.

Lai-Ling Su: The Explicit and Implicit Layers of Unclear Decision Rights Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. The Great Product Owner: Building Impactful Relationships That Get Things Done "What made her great was the fact that she focused not just on her technical prowess, but on the people, politics, and the performance side of product. And she used that to turn ambition into reality, and she used that to move strategy to execution." - Lai-Ling Su   Lai-Ling describes a phenomenal product owner she worked with about 12 months ago. This woman wasn't just technically strong—she was a leader whose team of 10 loved her because she mentored them to be as strong or stronger than herself.  The business loved her because she was exceptionally commercial, thinking about customer value, revenues, expenses, profit models, and marketing long before anything was built. She held everyone true to doing the right thing even when pressure mounted. The executive team loved her because her greatest strength was building solid, impactful relationships that transcended boundaries.  She removed the us-versus-them mentality, broke down departmental silos, handled politically charged scenarios, negotiated with difficult personalities across technology, legal, compliance, sales, and operations. She removed impediments responsively and got stuff done when others couldn't. Her secret was focusing on people, politics, and performance—not just technical prowess.   In this episode, we refer to Esco Kilpi's work on interactive value creation, which describes how value in knowledge organizations is created through ongoing conversations—not just meetings, but emails, wiki pages, and corridor conversations that steward decisions over time.   Self-reflection Question: How deliberately are you investing in building relationships that transcend your immediate team and department? The Bad Product Owner: Unclear Decision Rights "Does your head of product know that he has the rights and the authority to make the types of decisions that you want him to?" - Lai-Ling Su   The anti-pattern Lai-Ling encounters most persistently is unclear decision rights. She illustrates this with a story about a GM in a multinational who effectively worked as a chief product officer. His biggest complaint was that his head of product kept coming to him for decisions that should have been made independently—even though he'd been given $10 million a year to run his teams.  When Lai-Ling asked one simple question—"Does your head of product know he has the authority to make these decisions?"—the GM sat in shocked silence for a full minute. But the pattern runs deeper: there's the assumption that people know their decision rights, there's knowing your rights but not knowing how to make those decisions, and there's knowing your rights but getting trumped every time you try, leading to learned helplessness.  Some product owners have never learned to make decisions because they always defer to someone who seems better at it. There are both explicit and implicit unclear decision rights—you might tell someone they have authority while implicitly sabotaging their decisions.   Self-reflection Question: Have you explicitly confirmed with your stakeholders what decisions you have the authority to make—and are those decisions being respected in practice?   [The Scrum Master Toolbox Podcast Recommends]

'Seeing is believing,' we say. Implicit in this kind of affirmation is the presumption that if we were given enough information, enough data, enough instruction then our faith meters would be full to the brim. Except, when it comes to the disciples, they had already seen it all and it wasn't enough. Which means that with Jesus, it's the opposite: Believing is seeing. And, if should we worry that we don't have enough belief to believe, Jesus says we only need faith the size of a mustard seed and, better yet, the disciples are proof positive that Jesus never stops showing the Gospel even to those who barely believe. Because faith, even faith as fractured as a glitched icon, faith as fearful as the disciples cowering on the ground, faith as fleeting as the breeze is all we need to have a whole new way of seeing...

In this episode of Arguendo: The Veterans Law Podcast, Amy Kretkowski and Amy Odom examine Hamill v. Collins, a closely watched Federal Circuit case addressing whether the Appeals Modernization Act's enhanced notice requirements can coexist with the long-standing implicit denial doctrine. They explore the legal background of the case, the statutory framework governing VA decision notices, the arguments presented by both sides at oral argument, the broader implications for veterans seeking benefits, and more.Note: The case “Hamill v. Collins” was decided on February 4, 2026. This episode was recorded prior to this decision but accurately predicted its outcome. For more information, visit our websites at ⁠⁠⁠⁠⁠⁠cck-law.com⁠⁠⁠⁠⁠⁠ and abkveteranslaw.com

Is it possible to quit porn by changing your beliefs?Can you overcome porn addiction—not through willpower or positive thinking—but by going deeper into the painful emotions and unconscious beliefs that actually drive the habit?In this episode, I challenge the popular idea that you can “just believe differently” or manifest your way out of porn addiction. While mindset does matter, most advice about belief change misses a crucial step—and that missing step is the reason so many men keep relapsing despite doing “everything right.”Porn addiction is not just a behavior problem. It's not even just a habit problem.At its core, porn addiction is driven by unconscious beliefs, emotional conditioning, and nervous system patterns that were formed long before porn ever entered the picture.In this episode, I walk you through a real-life case study of a client (we'll call him Joseph) who struggled with porn addiction for nearly 20 years—and is now over three months sober for the first time since he was a child. What changed wasn't his willpower. It wasn't positive affirmations. It was the way he learned to work with painful emotions, triggers, and deeply rooted beliefs like shame, defectiveness, fear, and unworthiness.I also break down the step-by-step belief-release process Joseph used—drawing from Internal Family Systems (IFS), parts work, emotional mindfulness, somatic psychology, and nervous system regulation—to release old beliefs and allow new, healthier beliefs to take root naturally.We'll explore the psychology and neuroscience behind why this approach works, including:Implicit (unconscious) beliefs and emotional memoryWhy beliefs live in the body, not just the intellectMemory reconsolidation and why old beliefs must be activated before they can changePrediction error and how self-efficacy is built through lived experienceWhy acceptance—not force—is the key to lasting porn addiction recoveryThis episode is for you if:You're trying to quit porn but keep relapsingYou feel trapped by shame, fear, or emotional overwhelmYou've done therapy, programs, or accountability—but something still feels missingYou want a deeper, more compassionate, neuroscience-backed approach to recoveryThis is not a quick fix. It's not a magic wand. But it is a grounded, psychological and neurological path toward real freedom—one that integrates emotional healing, nervous system regulation, and a healthier relationship with yourself.If you're ready to stop fighting your mind and start healing it, this episode will change the way you understand recovery.Link to Blog Article for this episodeIf you're looking for deeper support and real connection in recovery, I'm opening the No More Desire Brotherhood on January 15th. The pre-launch is open right now, and when you join you'll get free lifetime access to my 4 Pillars of Recovery mini-course, plus exclusive pre-launch bonuses. You can learn more and join here: https://www.nomoredesire.com/prelaunchGrab my Free eBook and Free Workshop for more strategies to overcome porn addiction, rewire your brain, and rebuild your life.Support the showNo More Desire

Plötzlich ist alles neu: Fachbegriffe, Umgebung, Regeln. Studieren fühlt sich anfangs oft wie pures Chaos an und kann ziemlich stressen. Später kann das auch so beim Start in den Job sein. Wie können wir lernen, besser damit umzugehen?**********An dieser Stelle findet ihr die Übung:00:36:50 - Achtsamkeitsübung**********Quellen aus der Folge:Blackwell, L. S., Trzesniewski, K. H., & Dweck, C. S. (2007). Implicit theories of intelligence predict achievement across an adolescent transition: A longitudinal study and an intervention. Child development, 78(1), 246-263.Schutte, N. S., & del Pozo de Bolger, A. (2020). Greater mindfulness is linked to less procrastination. International Journal of Applied Positive Psychology, 5, 1-12.Moore, A., Gruber, T., Derose, J., & Malinowski, P. (2012). Regular, brief mindfulness meditation practice improves electrophysiological markers of attentional control. Frontiers in human neuroscience, 6, 18.**********Dianes und Main Huongs Empfehlungen:Sutoris, M. (2018). Der UNI-Coach. Springer Berlin Heidelberg. **********Mehr zum Thema bei Deutschlandfunk Nova:Mentale Belastung: Wie Stress weniger stressig sein kannDruckabfall: Warum wir nach stressigen Phasen krank werdenFreizeitplanung: Warum wir Stress vermeiden sollten**********Den Artikel zum Stück findet ihr hier.**********Ihr könnt uns auch auf diesen Kanälen folgen: TikTok und Instagram .**********Ihr habt Anregungen, Ideen, Themenwünsche? Dann schreibt uns gern unter achtsam@deutschlandfunknova.de

What should we do when we have difficulty understanding a Bible verse? Today, R.C. Sproul shows how to interpret these passages in light of others that are clearer. With your donation of any amount, get a 12-month subscription to Tabletalk, the Bible study magazine of Ligonier Ministries. You'll also receive lifetime digital access to R.C. Sproul's video teaching series Knowing Scripture and the study guide: https://gift.renewingyourmind.org/4518/offer   Live outside the U.S. and Canada? Request the digital teaching series and study guide with your donation: https://www.renewingyourmind.org/global   Meet Today's Teacher:   R.C. Sproul (1939–2017) was founder of Ligonier Ministries, first minister of preaching and teaching at Saint Andrew's Chapel, first president of Reformation Bible College, and executive editor of Tabletalk magazine.   Meet the Host:   Nathan W. Bingham is vice president of media for Ligonier Ministries, executive producer and host of Renewing Your Mind, and host of the Ask Ligonier podcast. Renewing Your Mind is a donor-supported outreach of Ligonier Ministries. Explore all of our podcasts: https://www.ligonier.org/podcasts

por Yaiza Santos No sin el disgusto que le provoca la economía, se ocupó del último informe de la Ocde, que deja claro que el PIB dice una cosas y los bolsillos de los españoles otra. España es el país de la Unión Europea donde menos han crecido los ingresos reales en 20 años, y desde hace 15 no llega ni a la media. Siempre rezagados, sufrimos de baja productividad, paro estructural y demografía en contra, fue desgranando. Las conclusiones advierten de lo contrario al mantra político conocido: las pensiones no están garantizadas. No sabe bien si los consejos de las instancias internacionales pueden llevarse a cabo, ni cómo, pero al menos, dijo, está explicado por qué el presidente del Gobierno puede presumir de crecimiento mientras los ciudadanos se notan cada vez más empobrecidos. Cataluña sigue siendo el laboratorio político del mundo. ¿O en qué otro lugar del mundo existen varios racismos entre los que elegir? ¡Los catalanes pueden tener racistas a medida!, exclamó. Este, y no otro, sentenció, es el país que dejó Pujol, ahora juzgado. Así que el Rey viejo recibe a periodistas extranjeros pero no lo hará con españoles, ¡ni siquiera a él! La política que están siguiendo la editorial y la Casa Real con el libro de Juan Carlos es verdaderamente sorprendente. Pero qué se puede esperar de ese Camilo Villarino, quien declaró del Rey actual, como si aún fuera Príncipe, que tiene «afán de aprender». Se mostró muy a favor de la campaña del Departamento de Transportes de Estados Unidos para devolver la dignidad a los vuelos: ni pijamas ni pantuflas, gracias y por favor. Y también comentó la última censura de las dignas libreras, esta vez a Soto Ivars. ¿No son tenderas? Vendan, y déjense de tonterías. De las estrellas Michelin poco tiene que decir, salvo que es ya una colección de restaurantes a los que no va, pero sí del nuevo burning paper. Y fue así que Espada yiró. Bibliografía Jacqueline N. Gunning et al., «Implicit sexual beliefs and relational thriving in new romantic relationships facing imagined sexual dysfunction: The mediating role of sexual communal strength», Journal of Social and Personal Relationships Provisions Gresca Banda sonoraSee omnystudio.com/listener for privacy information.

Veronique De Rugy discusses US industrial policy, noting the trade deficit has increased despite tariffs, and the administration's decision to remove tariffs on food items—goods not produced domestically—is seen as an implicit admission that tariffs contribute to the "affordability crisis" because tariffs are a tax primarily borne by American consumers. The goals behind tariffs have shifted from fighting China to raising revenue, and the largest tariff exemption is for computer parts, indicating an understanding that tariffs could contradict other goals like energy abundance. De Rugyargues that US economic power stems from innovation and a willingness to invest, making industrial policy involving tariffs and seeking foreign investment largely unnecessary and potentially harmful. 1947

Many of us move through life repeating the same painful relationship patterns—feeling unsafe, unseen, or disconnected, even when we're trying our hardest to "do everything right." Invisible wounds from early experiences quietly shape the ways we love, cope, and relate as adults. Instead of recognizing these patterns as natural adaptations, we often turn the blame inward, not realizing that our attachment styles and protective behaviors are rooted in the body and nervous system as much as the mind. Real healing isn't about forcing change or consuming endless self-help advice—it's about reshaping your internal sense of safety on a deeply felt, embodied level. In this episode, we explore how secure, nourishing relationships begin with understanding the implicit memories, sensations, and patterns that live inside us. Learn how to meet old wounds with compassion, honor the protective parts that once kept you safe, and gently build new internal anchors of stability and trust. Using tools like the Wheel of Attachment and the practice of "finding your anchors," this episode offers both a clear roadmap and grounded encouragement for anyone ready to move beyond survival mode and experience connection that feels authentic, spacious, and truly supportive. Jessica Baum is a licensed psychotherapist, certified addiction specialist, and Imago couples therapist with advanced training in EMDR, CBT, DBT, and experiential therapy. She founded the Relationship Institute of Palm Beach and leads a global coaching company supporting clients worldwide. Passionate about trauma, attachment, and interpersonal neurobiology, Jessica helps individuals and couples heal and reconnect. Her bestselling book, Anxiously Attached, has made her a respected voice in nurturing secure, fulfilling relationships.   Episode Highlights 05:55 How early experiences shape our sense of safety. 07:48 Implicit memories and relationship patterns. 11:09 The importance of somatic (body-based) memory. 13:14 Reconnecting with the body for healing. 18:42 Understanding and honoring protective behaviors. 21:40 Building trust in healthier relationship dynamics. 25:00 The essential role of anchors in healing. 26:06 Why healing requires relationships, not willpower. 31:43 Finding and cultivating emotional anchors. 35:05 The Wheel of Attachment: A nuanced approach. 37:45 Earning security through supportive experiences. 40:31 Moving toward fulfillment: Real connection and support.   Your Check List of Actions to Take Slow down and take mindful pauses to help connect with your body and increase present-moment awareness. Notice physical sensations during interactions, especially in moments of emotional intensity, to access implicit memories and attachment wounds. Practice developing interoception—your ability to sense internal bodily states—to better understand your emotional responses in relationships. Identify and honor your protective patterns ("protectors") rather than judging them; acknowledge they were there to support you. Seek out safe "anchors" or individuals who can offer emotional co-regulation and support your healing process. Use the "Wheel of Attachment" framework to explore how your early relational dynamics show up in current relationships. If you lack supportive anchors, resource from memories of secure figures (e.g., a teacher, grandparent) or pursue professional support. Engage in relationships and healing spaces where vulnerability, witnessing, and somatic attunement are encouraged, facilitating earned secure attachment over time.   Mentioned Safe: An Attachment-Informed Guide to Building More Secure Relationships Anxiously Attached: Becoming More Secure in Life and Love SAFE (Interview and freebies link) Nurturing the Heart (Dr. Bonnie Badenoch's website) Conscious Relationship Group (Facebook group) (link) Relationship Institute of Palm Beach ERP 342: How Love Transforms Our Nervous System — An Interview With Jessica Baum ERP 276: Understanding The Need For Both Self-Regulation And Co-Regulation In Relationship – An interview With Deb Dana ERP 261: How To Strengthen Your Relationship From A Polyvagal Perspective – An Interview with Dr. Stephen Porges ERP 423: How To Transcend Trauma (And The Effects Experience In Relationship) — An Interview With Dr. Frank Anderson 12 Relationship Principles to Strengthen Your Love (free guide)   Connect with Jessica Baum Websites: beselffull.com Facebook: facebook.com/consciousrelationshipgroup YouTube: youtube.com/@jessicabaumlmhc Instagram: instagram.com/jessicabaumlmhc  

Meet Tim LaBarge, Head of Marketing at Implicit—a platform built for complex AI support that answers hard, high-stakes questions by ingesting technical documentation and returning accurate, real-time guidance. Tim explains how Implicit mitigates hallucinations with model guardrails and continuously improves answers through knowledge base tagging that flags gaps by product, error code, or scenario. He breaks down their go-to-market mix—precise LinkedIn ads, high-value BDR outreach, and a thought-leadership newsletter, The Knowledge Layer—plus a freemium onramp that lets teams try Implicit before engaging sales. Tim also shares leadership insights on becoming a "builder" marketer and using founder-led marketing to accelerate trust and conversion.   

"AI is really bad at perspective taking…"Dr. Charlotte Grosse Wiesmann is a cognitive neuroscientist exploring how the human social brain takes shape in early life. She is a Professor at the University of Technology Nuremberg and directs the Research Group on Social Brain Development at the Max Planck Institute in Leipzig. Her research blends developmental psychology, brain imaging, and computational modeling to uncover how infants begin to infer other people's beliefs, intentions and mental states. In this conversation, Dr. Wiesmann unpacks how children's brains develop the capacity for social understanding and theory of mind. Drawing on developmental psychology and neuroimaging, she reveals how the brain transforms as children first succeed on false-belief tasks, a fleeting yet powerful window into the emergence of the social mind. Within this context, the conversation explores white matter maturation, environmental influences, and brain plasticity, offering fresh insights into how studying infant development can inform the future of AI. Join the conversation to discover how early brain development is reshaping our understanding of our social minds.We hope you enjoy this episode!Chapters:00:00 - A Journey from Physics to Neuroscience14:25 - Neural Bases of Early Childhood Theory of Mind21:58 - False Belief Task and Theory of Mind25:11 - Attention Schema for Consciousness27:14 - Primary Areas Involved in Theory of Mind31:24 - Impact of Neuro Deficits on Social Cognition33:57 - Role of Environment and Timing on Social Cognition37:11 - Implicit and Explicit Mechanisms of Social Development45:02 - Social Cognition Across Species47:37 - Connecting Neural Code to Social Cognition49:56 - Temporal Progression in Theory of Mind Tasks54:54 - Future Research Directions in Understanding Social Cognition01:00:08 - Infant Learning Inspires AI Development01:04:50 - Advice for Aspiring ScientistsWorks mentioned:14:31 -  White matter maturation is associated with the emergence of Theory of Mind in early childhood37:20 -  Two systems for thinking about others' thoughts in the developing brain49:50 -  Timing matters: disentangling the neurocognitive sequence of mentalizingEpisode producers:Xuqian Michelle Li, Karthik Sama

Did Jesus REALLY Claim to Be God? With surveys showing nearly half of evangelicals questioning Jesus's divinity, we're tackling this crucial topic.In this episode of Remnant Radio, we explore Christian theology through a historical lens with Dr. Mikel Del Rosario from Moody Bible Institute. We unpack Dr. Del Rosario's book on Jesus's bold divine claims—examining key scenes in Mark's Gospel, addressing skeptic challenges from scholars like Bart Ehrman, and affirming the historicity of Jesus's divine declarations.Discover how Jesus's miracles, authority, and role as eschatological judge set him apart, incorporating him into Israel's Godhead as Yahweh incarnate.Learn HOW to defend the deity of Christ with courage and compassion!0:00 – Introduction1:38 – Book Overview5:52 – Historical Methodology and Authenticity10:36 – Mark 2: Forgiving Sins as Blasphemy14:11 – Mark 14: Jesus's Trial and Divine Claim19:03 – Why Emphasize Mark Over John24:22 – Implicit vs. Explicit Divine Claims29:21 – Historicity of Jesus's Jewish Examination33:04 – Jesus Distinct from Old Testament Prophets39:31 – Evangelical Confusion on Christ's Deity45:35 – Countering Modern Skeptical Arguments51:06 – Personal Application and ClosingABOUT THE GUEST:

"Trauma can be a gateway for transformation, and it's one of the things that I am passionate about." – Abi Blakeslee On this episode of Transforming Trauma, host Emily Ruth sits down with Dr. Abi Blakeslee, a leader in the field of trauma recovery and somatic psychology recognized for her clinical research and teaching. Dr. Blakeslee shares her deep exploration of implicit memory—the non-conscious processes shaping movement, emotion, and survival patterns—and explains how harnessing implicit memory offers new and practical pathways to healing trauma. Drawing from Somatic Experiencing, neuroscience, and her own research, Dr. Blakeslee breaks down the branches of implicit memory—procedural, priming, associative, and more—and clarifies their relevance in trauma and recovery. The conversation explores how clinicians can support present-moment, embodied "new learning" that rewires automatic responses and fosters positive transformation. Listeners will hear practical strategies to increase clients' interoceptive awareness, cultivate self-compassion, and repair ruptures through embodied, relational experiences. Dr. Blakeslee emphasizes the importance of helping clients reconnect with their essential self, shifting the focus from merely resolving the past to building new implicit memories of agency, connection, and vitality. Together they discuss the flexibility of integrating these neurobiological insights into diverse modalities—including Somatic Experiencing, Attachment Theory, Psychodynamic Therapy, and beyond—to deepen agency and nurture post-traumatic growth, especially in cases of developmental and complex trauma. Throughout, Dr. Blakeslee underscores the healing power of gentle attention, relational attunement, and compassion—offering a hopeful framework for practitioners and clients alike. We invite you to listen to the full episode and follow Transforming Trauma on Apple Podcasts, Spotify, YouTube, or your favorite podcast app. *** **SPACE:** SPACE is an Inner Development Program of Support and Self-Discovery for Therapists on the Personal, Interpersonal, and Transpersonal Levels offered by the Complex Trauma Training Center. This experiential learning program offers an immersive group experience designed to cultivate space for self-care, community support, and deepening vitality in our professional role as therapists. Learn more about how to join. *** **The Complex Trauma Training Center:** https://complextraumatrainingcenter.com **View upcoming trainings:** https://complextraumatrainingcenter.com/schedule/ *** The Complex Trauma Training Center (CTTC) is a professional organization providing clinical training, education, consultation, and mentorship for psychotherapists and mental health professionals working with individuals and communities impacted by Adverse Childhood Experiences (ACEs) and Complex Trauma (C-PTSD). CTTC provides NARM® Therapist and NARM® Master Therapist Training programs, as well as ongoing monthly groups in support of those learning NARM. CTTC offers a depth-oriented professional community for those seeking a supportive network of therapists focused on three levels of shared human experience: personal, interpersonal & transpersonal. The Transforming Trauma podcast embodies the spirit of CTTC – best described by its three keywords: depth, connection, and heart - and offers guidance to those interested in effective, transformational trauma-informed care. *** We want to connect with you! **Facebook ** https://www.facebook.com/complextraumatrainingcenter/ **Instagram ** https://www.instagram.com/complextraumatrainingcenter/ **LinkedIn** https://www.linkedin.com/company/complex-trauma-training-center/ **YouTube** https://www.youtube.com/@ComplexTraumaTrainingCenter **X** https://x.com/CTTC_Training

In this episode, Dr. Mark Ettensohn responds to a common question: How can someone with a perfectly normal and mostly happy childhood develop narcissistic personality disorder? The discussion challenges the widespread misconception that narcissism is simply a personality type, a collection of traits, or the result of genetics alone. Dr. Ettensohn explains that pathological narcissism is a disorder of self-esteem regulation and identity formation, not just a pattern of behavior. Drawing on clinical research and developmental theory, he explores how early experiences that appear loving and stable can still leave important parts of the self unseen, unrecognized, or conditionally valued. These subtle, chronic relational injuries, repeated over years rather than occurring as a single traumatic event, can distort the developing self's capacity to maintain a stable and realistic sense of worth. The episode distinguishes between “popular narcissism,” which focuses on abusive behavior, and clinical narcissism, which reflects an internal system of dysregulated self-esteem. Through metaphor and clinical reflection, Dr. Ettensohn illustrates how a child can grow up in an environment that looks healthy on the surface yet still learn to equate love with performance, value with achievement, and safety with control. Additional Resources Website: https://healnpd.org Newsletter: https://healnpd.substack.com Assessment and therapy inquiries: https://healnpd.org/contact Purchase Unmasking Narcissism: A Guide to Understanding the Narcissist in Your Life here: https://amzn.to/3nG9FgH SUBSCRIBE HERE: https://rb.gy/kbhusf LISTEN ON APPLE PODCASTS: https://rb.gy/cklpum LISTEN ON GOOGLE PODCASTS: https://rb.gy/fotpca LISTEN ON AMAZON MUSIC: https://rb.gy/g4yzh8 BECOME A MEMBER: https://www.youtube.com/channel/UCHeT5kujD1JqHRAi-x8xD-w/join Article Citations: Vater, A., Ritter, K., Schröder-Abé, M., Schütz, A., Lammers, C.-H., & Roepke, S. (2013). When grandiosity and vulnerability collide: Implicit and explicit self-esteem in narcissistic personality disorder. Journal of Behavior Therapy and Experimental Psychiatry, 44(1), 37–47. https://doi.org/10.1016/j.jbtep.2012.07.004 Weinberg I, Ronningstam E. Narcissistic Personality Disorder: Progress in Understanding and Treatment. Focus (Am Psychiatr Publ). 2022 Oct;20(4):368-377. doi: 10.1176/appi.focus.20220052. Epub 2022 Oct 25. PMID: 37200887; PMCID: PMC10187400.

Episode Summary: Michelle Bennett1. Best Coaching Advice Received“Make the implicit explicit.” Pause the moment and name what's not being said.“When the student is ready, the teacher appears.” Use client frustration to invite reflection and reframe.Moments of tension are often invitations for deeper understanding, not obstacles.Great coaching is about holding space and gently guiding insight—not forcing it.Key insight: Learn to stop, notice, and ask “what's really going on here?” 2. Still Improving in CoachingMain focus: Working on herself to grow as a coach.Strives for congruence between values, beliefs, and behavior.Wants to respond vs. react—particularly when under stress or lacking sleep.Practices pausing and reflection, using “Stop, Breathe, Think, Act” (from SCUBA training).Committed to maintaining presence and awareness, even during challenging moments. 3. Most Outrageous Coaching MoveDoesn't see herself as “outrageous,” but has grown more flexible with time.Used to strictly follow coaching rules—now plays creatively within the guardrails.Embraces applied improvisation (Yes, and…) in team workshops.Developed an improv-based exercise progressing from “No, but” → “Yes, but” → “Yes, and.”Integrates play and embodiment to help teams move from resistance to collaboration. 4. What Still Makes Her UncomfortableSilence. Used to feel awkward and overthink during pauses.Now more comfortable—relies on observation (e.g., body language) to determine when to re-engage.Learned silence can be powerful and productive, especially when used intentionally.Coaches herself to avoid jumping in too quickly.Uses curiosity and visual cues to guide next steps. 5. Advice for New CoachesStudy nonviolent communication (Marshall Rosenberg).Focus on unmet needs as the root of emotional responses.Ask: “What need, if fulfilled, would change how you feel right now?”Helps clients slow down, reflect, and better understand their own emotions.Recognizes empathy as a foundational tool—both for self-awareness and coaching impact. 6. Challenge Conquered on the Path to CoachingHad to dial down her task-focused, checklist-driven scientist brain.Used to skip over small talk—now intentionally builds relationships.Has trained herself to add warmth and connection to communication.Sees this shift as authentic personal growth, not just behavioral adjustment.Believes her relationship side is now integrated—not just “an add-on.” 7. Using AI in CoachingExploring how AI can assist in workshop design and experiential learning.Uses prompts to help create exercises that illustrate coaching principles (e.g., ladder of inference).Finds AI helpful but still in early experimentation phase.Appreciates others' creativity with AI and is learning through observation.Believes AI will help her expand her impact beyond her current reach. 8. What She's Learned About Herself Through CoachingShe's been living to meet others' expectations—and is now learning who she truly is.Coaching has helped her drop the masks and embrace her authentic self.Less afraid to experiment, take risks, and “just try stuff.”Feels like she's in a stage where everything is starting to click.Embracing “not knowing” and trusting her voice—hallmarks of personal transformation.

We are so excited to bring you this episode, which draws on some brilliant writing by Jonah Platt about why we should work to keep on bringing out what is 'implicit' inside us into the world of relationship - making it 'explicit'. In this conversation we tackle the world head on, from the most intimate relationships to the largest scale challenges facing us societally and politically, and we wonder together about the maturity, generosity and boldness it takes for us humans to keep talking and listening to one another. And we talk together about pragmatism - doing what it takes to improve things, rather than falling into trying to avoid certain feelings, or keeping ourselves in familiar territory, or trying to keep things too safe. It's a bold, warm, playful and important conversation - and we are very glad to share it with you. This week's conversation is hosted, as always, by Lizzie Winn and Justin Wise of Thirdspace. Episode Overview 00:00 Introduction and Welcome 05:30 The Importance of Making the Implicit Explicit 10:28 Exploring Resistance to Explicit Communication 15:26 The Role of Patience and Slowing Down 20:09 Navigating Complexity in Relationships 25:22 The Pragmatism of Explicit Communication 30:14 The Risk and Creativity of Sharing Implicit Thoughts Making the Implicit Explicit To achieve clearly understood communication in our relationships, personal, professional, casual, romantic, online, every level of life, it is critical that we remind ourselves to make the implicit explicit. That's the idea. Whatever we assume to be obvious, be it our emotional state, the purpose of an event, or the location of a stapler, we must teach ourselves to assume that it actually is not, and therefore must be stated out loud if we are to be understood.  Why is this important to do? Because the literal opposite is true. What is most obvious to us is generally not obvious to other people, and in fact, they are often making a totally different and wrong assumption than the one you also wrongly assume they are making.  Why does this happen? Well, there are several cognitive biases at work here… Primarily, there's what's called the curse of knowledge. Once we know something, it becomes difficult to imagine what it's like not to know it, so we overestimate how obvious our thoughts or intentions or explanations will be to others.  There's the closely related illusion of transparency, where we overestimate how clearly our internal states, our emotions, thoughts, our sense of morality are visible to others. They're not.  And last, naïve realism, where we assume our perceptions of reality of what's obvious about the world are shared by all. These misalignments happen constantly in our interpersonal lives, and they lead to resentment, misunderstanding, conflict, and harm.  I think at times there are also certain common resistances to being explicit. One… is a sense of, "Well, if you really loved me, you would already know this about me," which is an understandable way to feel, but is really… a failure to communicate.  Another may be a sense of self-respect or maybe self-preservation that warps into a kind of peremptory and self-defeating resentment. "Why should I have to make something explicit just to give you an understanding about me you haven't bothered to ask for?" And the answer to that is, if a greater understanding would be a positive outcome, however it's arrived at, why not just take responsibility to ensure it arrives?  There's also, and I think this is the one that has most prevented me from making the implicit explicit as it pertains to my views on certain public issues, is the sense of not wanting to play the game, of not wanting to debase myself in order to pass somebody's morality test. And also the question of, what does this really change? …  And yet… if playing the game and taking the test opens a door to greater understanding, a door through which perhaps more understanding can then travel through that otherwise might have remained closed, that may in fact be change enough to make the enterprise worthwhile…  So if you've got questions for someone in your life, ask them. Expect that they have questions for you too. Preempt them. Make the implicit explicit. Talk to each other. Talk to each other.  Jonah Platt from ‘Making the Implicit Explicit'  Episode 44 of Jonah's podcast ‘Being Jewish with Jonah Platt' Photo by Priscilla Du Preez

Have you ever said “it's fine” while every part of your body screamed no?That's the implicit yes—the quiet agreement we give when we're too exhausted or afraid to disappoint. It's what happens when our nervous system learns that safety depends on keeping everyone else comfortable.In this episode, I unpack the subtle ways high-achieving, heart-centered women abandon themselves through fawning, over-explaining, and chronic guilt. You'll learn:

This is a rebroadcast of ep 168In this episode of Libertarians Talk Psychology, Julie reviews a report on racial bias published by the Association for Psychological Science. We take a deep dive into what modern research says about racism, bias, and systemic disparities—and how these ideas are often misunderstood in public discussions.Julie explains the difference between racism, which involves hostility or intent, and bias, which can occur without conscious awareness or malice. We explore implicit bias (unconscious) versus explicit bias (conscious), and how these affect perception, behavior, and policy.The conversation also challenges the effectiveness of diversity training programs aimed at changing individual attitudes. Instead, the evidence shows that targeting institutional disparities produces better outcomes—aligning with the Libertarian perspective that systems, not thought policing, should be the focus of reform.Join us as we blend psychological science, critical thinking, and Libertarian philosophy to better understand one of today's most controversial and emotionally charged topics.Follow Us:YouTubeTwitterFacebookBlueskyAll audio & videos edited by: Jay Prescott Videography

Implicit, LLC v. Sonos, Inc.

So many of us are living under the weight of the implicit yes: agreeing without words, showing up when we're depleted, saying yes with our actions even when our hearts are screaming no. It feels easier in the moment, but over time it leads to exhaustion, quiet resentment, and a sense that you've abandoned yourself.In this video, we'll explore why the implicit yes keeps you stuck, how it drains your energy, and why boundaries are not just optional; they're essential. Boundaries are the doorway to freedom, self-respect, and peace. When you learn to say no from a grounded place, you create space to finally live in alignment with what matters most.✨ Sacred Boundaries: Scripts for Saying No with Love ✨If you've ever felt the pressure to say “yes” when your whole body was begging you to say “no,” you're not alone. So many high-achieving, heart-centered women struggle with guilt, fear of disappointing others, or worry that boundaries will push people away.But the truth is: boundaries don't break relationships—they strengthen them.

In this episode of Crazy Wisdom, host Stewart Alsop talks with Jared Zoneraich, CEO and co-founder of PromptLayer, about how AI is reshaping the craft of software building. The conversation covers PromptLayer's role as an AI engineering workbench, the evolving art of prompting and evals, the tension between implicit and explicit knowledge, and how probabilistic systems are changing what it means to “code.” Stewart and Jared also explore vibe coding, AI reasoning, the black-box nature of large models, and what accelerationism means in today's fast-moving AI culture. You can find Jared on X @imjaredz and learn more or sign up for PromptLayer at PromptLayer.com.Check out this GPT we trained on the conversationTimestamps00:00 – Stewart Alsop opens with Jared Zoneraich, who explains PromptLayer as an AI engineering workbench and discusses reasoning, prompting, and Codex.05:00 – They explore implicit vs. explicit knowledge, how subject matter experts shape prompts, and why evals matter for scaling AI workflows.10:00 – Jared explains eval methodologies, backtesting, hallucination checks, and the difference between rigorous testing and iterative sprint-based prompting.15:00 – Discussion turns to observability, debugging, and the shift from deterministic to probabilistic systems, highlighting skill issues in prompting.20:00 – Jared introduces “LM idioms,” vibe coding, and context versus content—how syntax, tone, and vibe shape AI reasoning.25:00 – They dive into vibe coding as a company practice, cloud code automation, and prompt versioning for building scalable AI infrastructure.30:00 – Stewart reflects on coding through meditation, architecture planning, and how tools like Cursor and Claude Code are shaping AGI development.35:00 – Conversation expands into AI's cultural effects, optimism versus doom, and critical thinking in the age of AI companions.40:00 – They discuss philosophy, history, social fragmentation, and the possible decline of social media and liberal democracy.45:00 – Jared predicts a fragmented but resilient future shaped by agents and decentralized media.50:00 – Closing thoughts on AI-driven markets, polytheistic model ecosystems, and where innovation will thrive next.Key InsightsPromptLayer as AI Infrastructure – Jared Zoneraich presents PromptLayer as an AI engineering workbench—a platform designed for builders, not researchers. It provides tools for prompt versioning, evaluation, and observability so that teams can treat AI workflows with the same rigor as traditional software engineering while keeping flexibility for creative, probabilistic systems.Implicit vs. Explicit Knowledge – The conversation highlights a critical divide between what AI can learn (explicit knowledge) and what remains uniquely human (implicit understanding or “taste”). Jared explains that subject matter experts act as the bridge, embedding human nuance into prompts and workflows that LLMs alone can't replicate.Evals and Backtesting – Rigorous evaluation is essential for maintaining AI product quality. Jared explains that evals serve as sanity checks and regression tests, ensuring that new prompts don't degrade performance. He describes two modes of testing: formal, repeatable evals and more experimental sprint-based iterations used to solve specific production issues.Deterministic vs. Probabilistic Thinking – Jared contrasts the old, deterministic world of coding—predictable input-output logic—with the new probabilistic world of LLMs, where results vary and control lies in testing inputs rather than debugging outputs. This shift demands a new mindset: builders must embrace uncertainty instead of trying to eliminate it.The Rise of Vibe Coding – Stewart and Jared explore vibe coding as a cultural and practical movement. It emphasizes creativity, intuition, and context-awareness over strict syntax. Tools like Claude Code, Codex, and Cursor let engineers and non-engineers alike “feel” their way through building, merging programming with design thinking.AI Culture and Human Adaptation – Jared predicts that AI will both empower and endanger human cognition. He warns of overreliance on LLMs for decision-making and the coming wave of “AI psychosis,” yet remains optimistic that humans will adapt, using AI to amplify rather than atrophy critical thinking.A Fragmented but Resilient Future – The episode closes with reflections on the social and political consequences of AI. Jared foresees the decline of centralized social media and the rise of fragmented digital cultures mediated by agents. Despite risks of isolation, he remains confident that optimism, adaptability, and pluralism will define the next AI era.

This is a rebroadcast of ep 198In this episode of Libertarians Talk Psychology, we dive deeper into the theme of tribalism and its psychological impact on modern populism. Drawing from the insights of historian Victor Davis Hanson, we examine how tribalism has developed in America and what it reveals about our cultural and political divides. We connect Hanson's perspective to research on implicit and explicit attitudes, exploring how hidden biases shape group identity and influence social behavior.Julie highlights the role of the elites and media in framing populism, often portraying its supporters as outsiders or threats, while we discuss how psychology sheds light on the true motivations and struggles of the populist movement. The conversation raises key questions: Are implicit biases inevitable? Can we move beyond tribal divisions? And how does populism challenge the power structures of modern society?This is a thought-provoking discussion for anyone interested in the crossroads of psychology, politics, and culture, offering both libertarian analysis and evidence from psychological science.Follow Us:YouTubeTwitterFacebookBlueskyAll audio & videos edited by: Jay Prescott Videography

Can sleep help us unlearn biases and make our memories more positive?Implicit biases are unconscious stereotypes that influence our judgments and decisions - like assuming a particular gender for a specific job role. But what if we could change these biases?In this episode, we explore how manipulations of sleep might help reshape our implicit attitudes. We speak with Professor Xiaoqing Hu, a leading researcher in the use of Targeted Memory Reactivation (TMR) during sleep to alter implicit bias and make memories more positive. Xiaoqing shares his journey of applying Implicit Association Tasks (IATs) to sleep research, and how conflict biases, congruent vs. incongruent data, and task design play a role in measuring and modifying bias.We also dive into the nitty gritty of memory consolidation in sleep — examining how REM and NREM stages contribute to emotional memory consolidation, and how recency vs. saliency affects which memories get updated.Prof. Hu discusses his groundbreaking study demonstrating the ability to update unwanted emotional memories during sleep, and we explore the potential for applying this research to clinical populations. We also consider how individual schemas might influence the effectiveness of TMR across different people.If you would like to find out more about Prof. Hu's work, please see the lab website here. You can find relevant papers below:Unlearning implicit social biases during sleep, 2015Updating memories of unwanted emotions during human sleep, 2022Targeted memory reactivation during sleep influences social bias as a  function of slow-oscillation phase and delta power, 2023Reactivating cue approached positive personality traits during sleep promotes positive self-referential processing, 2024Aversive memories can be weakened during human sleep via the reactivation of positive interfering memories. 2024Disarming emotional memories using Targeted Memory Reactivation during Rapid Eye Movement sleep, 2024Targeted memory reactivation in REM but not SWS selectively reduces arousal responses, 2021GlossaryIAT - Implicit Association Task  - a test used to measure the strength of automatic associations between our concepts that we may not be consciously aware of. TMR - Targeted Memory Reactivation - A technique used to modify memory processing, through the use of presenting cues (audio or smell) that were associated with learning, whilst a person sleeps. These cues can modify select memories and in recent research is being used in emotional memory. __________________________________Host Professor Penny LewisProduced by Sophie SmithCheck out our NaPS website to find out more about the podcast, our research and events. This recording is the property of the Sleep Science Podcast and not for resale.

In this episode of The Dr. ZeroTrust Show, I sit down with Geoff Halstead, co-founder and Chief Product Officer of Faction Networks, to delve into the realities of Zero Trust Networking.We break down:Why legacy and #iot devices remain a massive #risk surfaceHow hardware plays a decisive role in #cybersecurity strategy.The investment challenges are holding back true innovation.Why accountability and continuous monitoring are non-negotiable for building a secure digital future.If you're serious about securing infrastructure against modern threats, this is a conversation you don't want to miss.

In this episode of the Book Fair Podcast, Anthony delves into the critical themes of representation in media, the implications of Florida's decision to end vaccine mandates, the ongoing issue of book bans and censorship in education, and the positive impact of cell phone bans on library usage. The conversation emphasizes the importance of authentic representation in children's literature and highlights new releases that showcase diverse voices.New Releases:Dear Jackie by Jessixa Bagley, illus. by Aaron BagleyA Method for Magic and Misfortune by Craig Kofi FarmerPocket Bear by Katherine Applegate, illus. by Charles SantosoSplit the Sky by Marie ArnoldLet's Get Together by Brandy ColbertChapters00:00 The Importance of Representation in Media03:40 Implicit vs. Explicit Representation08:41 The Challenges of LGBTQ+ Representation11:22 The Negative Side of Representation12:03 Diversity in Children's Literature13:01 New Releases and Recommendations22:19 Florida's Vaccine Mandate Controversy25:09 Book Bans in Canada: A Cautionary Tale28:04 Cell Phone Bans and Library Usage Surge

Licensed marriage and family therapists, Lindsey Castleman and Aron Strong discuss what implicit memory is and how it impacts the way we show up in relationships today.  To connect more with Lindsey and Aron, visit www.inrelationship.us

Peter Schiff examines gold market dynamics, critiques Trump's economic policies, and discusses investment strategies amidst rising market trends.This episode is sponsored by HIMs. Start your free online visit today at https://hims.com/goldIn this episode of The Peter Schiff Show, host Peter Schiff dives deeply into the current dynamics of the gold market, highlighting the significant impact of tariffs and Trump's economic policies on gold and its stocks. Listeners will gain insights into the asymmetric opportunities within gold stocks, the performance of Bitcoin compared to gold, and the ongoing de-dollarization trend. Schiff emphasizes the importance of recognizing the risks and rewards in today's market, urging investors to consider their strategies carefully. With a focus on international markets and the future of U.S. manufacturing, this episode encapsulates Schiff's unyielding perspective on economic realities, making it a must-listen for those seeking to navigate the complexities of investment in a turbulent financial landscape.

What if just 15 minutes of writing a day could lower your blood pressure, ease anxiety, and even help you sleep better?In this episode, we're diving into the powerful tool of journaling. Whether you're struggling with sleep, stress, or emotional eating, journaling can be a powerful way to calm your mind and protect your brain—especially in midlife.What to Listen For:[00:03:00] Why journaling isn't just woo-woo—it's science-backed brain therapy[00:04:00] The emotional and physical health benefits of expressive writing[00:05:00] Dr. James Pennebaker's famous 15-minute journaling study[00:05:30] What brain scans reveal about writing and emotional regulation[00:06:30] How journaling helps make the “implicit explicit” and reduces overwhelm[00:08:00] Why journaling boosts emotional intelligence and boundaries[00:09:00] The 4 most powerful journaling methods—and when to use each[00:10:00] TLC method (from Thoughts Are Habits Too) for mastering emotional triggers[00:15:00] How to reframe difficult experiences with the "Alternate Ending" method[00:19:00] Tips to make journaling stick—even if it's never worked for you beforeJournaling doesn't have to be perfect. It doesn't have to be pretty.Try one of the four journaling methods from today's episode, download the TLC worksheet, and see what happens when you get your thoughts out of your head and onto paper.References:Matthew Lieberman, UCLA StudyJames Pennebaker, The Secret Life of Pronouns: What Our Words Say About UsRESOURCES: Register for the FREE Masterclass: 5 Keys to Protecting Your Brain Health Book a FREE Discovery Call with Amy Lang Order Amy's book Thoughts Are Habits Too: Master Your Triggers, Free Yourself From Diet Culture, and Rediscover Joyful Eating. Follow Amy on Instagram @habitwhisperer

In this episode of The Brainy Business podcast, Melina Palmer revisits an insightful conversation with Dr. Keith Ewart from Cloud Army, focusing on the power of implicit testing and its ability to enhance business outcomes. Keith shares his expertise on how implicit bias testing can reveal the subconscious reactions consumers have to advertising, branding, and packaging—insights that often go unspoken but significantly influence decision-making. Listeners will learn about the importance of understanding System 1 reactions—those quick, emotional responses that drive consumer behavior—compared to what people consciously articulate. Keith discusses various innovative methods, including implicit association testing and emotional resonance analysis, which provide deeper insights than traditional focus groups or surveys. This episode serves as a critical reminder that what consumers say they want may not align with their true feelings and preferences. In this episode: Discover how implicit testing taps into subconscious consumer reactions. Learn about the differences between System 1 and System 2 thinking in consumer behavior. Explore the significance of rapid testing and iteration in the product development process. Understand how to leverage consumer insights for better marketing and branding strategies. Gain practical tips for integrating implicit testing into your business practices. Get important links, top recommended books and episodes, and a full transcript at thebrainybusiness.com/508. Looking to explore applications of behavioral economics further?  Learn With Us on our website. Subscribe to Melina's Newsletter Brainy Bites.  Let's connect: Send Us a Message Follow Melina on LinkedIn The Brainy Business on Youtube The Brainy Business on Instagram

Kelly sits across the table from Robert Bordone and Dr. Joel Salinas who have written the new book “Conflict Resilience: Negotiating Disagreement Without Giving Up or Giving In.”  “The hard truth is that conflict isn't the problem. We are.”  “Conflict resilience is not comfortable.”  “Implicit bias – kills our curiosity and blunts our ability to listen […]

https://scp-wiki.wikidot.com/scp-6462Written by: MontagueETCSummary: The Foundation discovers a hidden dimension containing one of the Scarlet King's brides.Support the Patreon to see Exploring videos early and vote on new ones!: http://bit.ly/1U9QkPhJoin the Discord!: https://discord.gg/beRYZgbbgPSupport the Series with official Merch!: https://t.co/aH0HApXp7vFollow me on Twitter for updates!: https://twitter.com/TES_ManggListen on Podcasts: https://anchor.fm/theexploringseriesExploring SCP Foundation Playlist: https://bit.ly/2whu8NAExploring Dungeons and Dragons Playlist: https://bit.ly/348IZZuExploring Warhammer 40k Playlist: https://bit.ly/2DoFZguExploring Celtic Mythology Playlist: https://bit.ly/2rTuHLmExploring Norse Mythology Playlist: http://bit.ly/2EAHTdaExploring Elder Scrolls Playlist: http://bit.ly/2fgqQoYExploring Star Wars Playlist: http://bit.ly/2lNtlN0Exploring Middle-Earth Playlist: http://bit.ly/2cGNctyExploring the Cthulhu Mythos Playlist: http://bit.ly/25OI9jYExploring History Playlist: https://bit.ly/2w7XMqMVideo Game Stories Playlist: https://bit.ly/3hhgbqKMy Gaming Channel: youtube.com/user/ManggsLPsThumbnail:Maksym Harahulin: https://www.artstation.com/maksymharahulinMusic: https://www.youtube.com/watch?v=eacl38ZvTSEContent relating to the SCP Foundation, including the SCP Foundation logo, is licensed under Creative Commons Sharealike 3.0 and all concepts originate from http://www.scp-wiki.net and its authors. This video, being derived from this content, is hereby also released under Creative Commons Sharealike 3.0.

Hello, my beautiful friends—this week, we go deep. Not just into the roots of fear, but into the bold, often quiet heartbeat of courage. Inspired by Memorial Day and those I call the Maesters of bravery—from Grandma Gatewood's canvas shoes on the Appalachian Trail to my own personal moments of standing in fear and choosing love—we explore how real courage doesn't mean the fear disappears. It means something else matters more. And yes, that something is often love. In this episode, I share practical, research-backed tools to help you access your own courage—no matter how loud the fear feels. From hiking updates to history's unsung heroes (hello Sherpa Tenzing!), from family memories to the neuroscience of bravery, I hope this one sparks something in you. If it does, please share it. We all need reminders of our light.Reference:1.    Rate, C. R., Clarke, J. A., Lindsay, D. R., & Sternberg, R. J. (2007). Implicit theories of courage. The Journal of Positive Psychology, 2(2), 80–98. https://doi.org/10.1080/174397607012288132.    Neff, K. D., & Germer, C. K. (2013). A pilot study and randomized controlled trial of the mindful self‐compassion program. Journal of Clinical Psychology, 69(1), 28–44. https://doi.org/10.1002/jclp.21923 Learn more about Stoic Maester Ryan Holiday and subscribe to his newsletter at:https://ryanholiday.net/ • The Daily Stoic Newsletter Quote of the Week“True heroism shames us. Humbles us. It moves us beyond reason—because it came from something beyond reason... We fail them and we fail ourselves if we don't wrestle with the meaning of this sacrifice.” – Ryan Holiday Let's go, let's get it done. Get more information at: http://projectweightloss.org

What should we do when we have difficulty understanding a Bible verse? Today, R.C. Sproul explains how to interpret these passages in light of others that are clearer. Get R.C. Sproul's teaching series Knowing Scripture on DVD, plus lifetime digital access to the messages and study guide, for your donation of any amount: https://gift.renewingyourmind.org/3943/donate    Meet Today's Teacher:   R.C. Sproul (1939–2017) was known for his ability to winsomely and clearly communicate deep, practical truths from God's Word. He was founder of Ligonier Ministries, first minister of preaching and teaching at Saint Andrew's Chapel, first president of Reformation Bible College, and executive editor of Tabletalk magazine.   Meet the Host:   Nathan W. Bingham is vice president of ministry engagement for Ligonier Ministries, executive producer and host of Renewing Your Mind, host of the Ask Ligonier podcast, and a graduate of Presbyterian Theological College in Melbourne, Australia. Nathan joined Ligonier in 2012 and lives in Central Florida with his wife and four children. Renewing Your Mind is a donor-supported outreach of Ligonier Ministries. Explore all of our podcasts: https://www.ligonier.org/podcasts

Memory is the way in which a past experience affects how the mind will function in the present. There are two layers of memory: explicit and implicit. There are two key attributes of implicit memory that are critical to understand. First, implicit memories are created whether you are paying attention or not. In other words, when you were a child, you recorded tons of information about your environment without trying to. It just happened. Because that's how the brain works. Second, when you recall something that is stored in implicit memory, you do not have the sensation of recall. You don't have that sense in your body of “I'm thinking back in time and remembering something.” When we leave home and set out into the world, we carry within us a storehouse of implicit memories. And those implicit memories tell us what to expect around every bend.