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Watch the Sustainability Symposium video or read Dickinson Magazine’s sustainability issue.

seems to be strong evidence for the idea that we may be able to modify our own minds to improve our cognitive processing -- most importantly in the ability to sustain attention and vigilance -- within a week's time."

Both groups also improved following the meditation and reading experiences in measures of mood, but only the group that received the meditation training improved significantly in the cognitive measures. The meditation group scored consistently higher averages than the reading/listening group on all the cognitive tests and as much as ten times better on one challenging test that involved sustaining the ability to focus, while holding other information in mind. "The meditation group did especially better on all the cognitive tests that were timed," Zeidan noted. "In tasks where participants had to process information under time constraints causing stress, the group briefly trained in mindfulness performed significantly better."

participants were instructed to relax, with their eyes closed, and to simply focus on the flow of their breath occurring at the tip of their nose. If a random thought arose, they were told to passively notice and acknowledge the thought and to simply let 'it' go, by bringing the attention back to the sensations of the breath."

"The simple process of focusing on the breath in a relaxed manner, in a way that teaches you to regulate your emotions by raising one's awareness of mental processes as they're happening is like working out a bicep, but you are doing it to your brain. Mindfulness meditation teaches you to release sensory events that would easily distract, whether it is your own thoughts or an external noise, in an emotion-regulating fashion.

"This kind of training seems to prepare the mind for activity, but it's not necessarily permanent," Zeidan cautions. "This doesn't mean that you meditate for four days and you're done -- you need to keep practicing."

always evolving

We have to keep developing our capabilities and avoid falling behind.

no matter how well prepared people are in their formative years, few can achieve and maintain their best performance on their own.

outside ears, and eyes, are important

For decades, research has confirmed that the big factor in determining how much students learn is not class size or the extent of standardized testing but the quality of their teachers.

California researchers in the early nineteen-eighties conducted a five-year study of teacher-skill development in eighty schools, and noticed something interesting. Workshops led teachers to use new skills in the classroom only ten per cent of the time. Even when a practice session with demonstrations and personal feedback was added, fewer than twenty per cent made the change. But when coaching was introduced—when a colleague watched them try the new skills in their own classroom and provided suggestions—adoption rates passed ninety per cent. A spate of small randomized trials confirmed the effect. Coached teachers were more effective, and their students did better on tests.

they did not necessarily have any special expertise in a content area, like math or science.

The coaches let the teachers choose the direction for coaching. They usually know better than anyone what their difficulties are.

teaches coaches to observe a few specifics: whether the teacher has an effective plan for instruction; how many students are engaged in the material; whether they interact respectfully; whether they engage in high-level conversations; whether they understand how they are progressing, or failing to progress.

must engage in “deliberate practice”—sustained, mindful efforts to develop the full range of abilities that success requires. You have to work at what you’re not good at.

most people do not know where to start or how to proceed. Expertise, as the formula goes, requires going from unconscious incompetence to conscious incompetence to conscious competence and finally to unconscious competence.

The coach provides the outside eyes and ears, and makes you aware of where you’re falling short.

So coaches use a variety of approaches—showing what other, respected colleagues do, for instance, or reviewing videos of the subject’s performance. The most common, however, is just conversation.

“What worked?”

“How could you help her?”

“What else did you notice?”

something to try.

three colleagues on a lunch break

Good coaches, he said, speak with credibility, make a personal connection, and focus little on themselves.

“listened more than they talked,” Knight said. “They were one hundred per cent present in the conversation.”

coaching has definitely changed how satisfying teaching is

trying to get residents to think—to think like surgeons—and his questions exposed how much we had to learn.

a whole list of observations like this.

one twenty-minute discussion gave me more to consider and work on than I’d had in the past five years.

watch other colleagues operate in order to gather ideas about what I could do.

routine, high-quality video recordings of operations could enable us to figure out why some patients fare better than others.

I know that I’m learning again.

It’s teaching with a trendier name. Coaching aimed at improving the performance of people who are already professionals is less usual.

modern society increasingly depends on ordinary people taking responsibility for doing extraordinary things

coaching may prove essential to the success of modern society.

We care about results in sports, and if we care half as much about results in schools and in hospitals we may reach the same conclusion.