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Studies have found that meditation helps prevent the recurrence of depression, perhaps by producing changes in parts of the brain associated with learning and anxiety. A new study suggests that meditation may modulate brain waves called alpha rhythms, which help regulate the transmission of sensory input from the surrounding environment.

Decision-making ability can be thought of as akin to a muscle, Baumeister says, in that it is liable to be worn out with overuse. For some, this effect can be life-changing.

You have a big decision to make. Whether to put in an offer on a house, say, or change jobs. Which of the following will help you make the right choice: being in a state of sexual excitement or having a full bladder? Most likely, it is not something you have pondered. Psychologists, however, have long studied the ways that external factors such as these influence our decision-making. A full bladder, apparently, helps us take more rational, long-term decisions. At least that was the finding of a study carried out by Mirjam Tuk, a professor at the University of Twente in the Netherlands.

Another area of interest to the study of decision-making revolves around sleep deprivation. Professor Michael Chee, a neuroscientist at the National University of Singapore, says that most of us already realise that making decisions when we are exhausted is not advisable. Yet the effect that tiredness has on us is counter-intuitive. Chee says that we tend to believe that we become overly cautious in order to compensate. But the truth, he says, is that a lack of sleep makes us much too optimistic in our decision-making.

To return to the original question, being sexually aroused, alas, is not an aid to decision-making. Studies have shown that it can make us impetuous, much as you’d expect. But what is striking is that we greatly underestimate its effect. When Dan Ariely, a professor at Duke University in America, and author of “Predictably Irrational”, experimented on his undergraduates, he found that they had no idea of the extent to which they were being led by their libidos. One reason, Ariely believes, is that we have only a limited mix of emotion and cognition to draw upon. Increase one and you automatically detract from the other. So Robin Williams may have been making a valid psychological point when he said: “God gave men both a penis and a brain, but unfortunately not enough blood supply to run both at the same time.”

But if all our decisions are so influenced by external factors, that raises an inevitable question: to what extent are we involved in our own decision-making? Professor Ackerman believes the answer is very little: “All of these subtle influences suggest that most of what is causing our behaviour we are really not aware of. People are just very good at post-hoc reasons for their behaviour.”

We are inefficient listeners Numerous tests confirm that we are inefficient listeners. Studies have shown that immediately after listening to a 10-minute oral presentation, the average listener has heard, understood and retained 50 percent of what was said. Within 48 hours, that drops off another 50 percent to a final level of 25 percent efficiency. In other words, we often comprehend and retain only one fourth of what we hear. We all want to be more than 25 percent efficient. It's not difficult to see the many problems inefficient listeners can create for themselves and others. Poor listening causes us many personal and professional problems.

Listening is hard work Another likely reason for inefficient listening is that it's hard work to listen intently. Have you been forced to listen intently for an extended period of time? Try to remember your feelings. You were probably physically and mentally tired after such a period of concentration.

Ten worst listening habits Nichols has described in speeches and articles the "10 worst listening habits of American people." He says that listening training is primarily eliminating bad habits and replacing them with good listening habits and skills. Here are the 10 bad listening habits. You'll recognize some that you have and that you can make an effort to correct.

Three ways to improve listening skill Nichols says there are three things that you can do to help yourself stop wasting thought power and become a better listener. One is to anticipate the speaker's next point If you anticipate correctly, learning has been reinforced. If you anticipate incorrectly, you wonder why and this too helps to increase attention. Another is to identify the supporting elements a speaker uses in building points. By and large, we use only three ways to build points: We explain the point, we get emotional and harangue the point, or we illustrate the point with a factual illustration. A sophisticated listener knows this. He or she spends a little of the differential between thought speed and speaking speed to identify what is being used as point-supporting material. This becomes highly profitable in terms of listening efficiency. A third way to improve yourself as a listener is to periodically make mental summaries as you listen. A good listener takes advantage of short pauses to summarize mentally what has been said. These periodic summaries reinforce learning tremendously.

It’s not only deaths in war, but murder, too, that is declining over the long term. Even those tribal peoples extolled by anthropologists as especially “gentle,” like the Semai of Malaysia, the Kung of the Kalahari and the Central Arctic Inuit, turn out to have murder rates that are, relative to population, comparable to those of Detroit. In Europe, your chance of being murdered is now less than one-tenth, and in some countries only one-fiftieth, of what it would have been if you had lived 500 years ago. American rates, too, have fallen steeply over the past two or three centuries. Pinker sees this decline as part of the “civilizing process,” a term he borrows from the sociologist Norbert Elias, who attributes it to the consolidation of the power of the state above feudal loyalties, and to the effect of the spread of commerce. (Consistent with this view, Pinker argues that at least part of the reason for the regional differences in American homicide rates is that people in the South are less likely to accept the state’s monopoly on force. Instead, a tradition of self-help justice and a “culture of honor” sanctions retaliation when one is insulted or mistreated. Statistics bear this out — the higher homicide rate in the South is due to quarrels that turn lethal, not to more killings during armed robberies — and experiments show that even today Southerners respond more strongly to insults than Northerners.)

The final trend Pinker discusses is the “rights revolution,” the revulsion against violence inflicted on ethnic minorities, women, children, homosexuals and animals that has developed over the past half-century. Pinker is not, of course, arguing that these movements have achieved their goals, but he reminds us how far we have come in a relatively short time from the days when lynchings were commonplace in the South; domestic violence was tolerated to such a degree that a 1950s ad could show a husband with his wife over his knees, spanking her for failing to buy the right brand of coffee; and Pinker, then a young research assistant working under the direction of a professor in an animal behavior lab, tortured a rat to death. (Pinker now considers this “the worst thing I have ever done.” In 1975 it wasn’t uncommon.)

“Food marketers have tried to reach children since the age of the carnival barker, but they’ve never had so much access to them and never been able to bypass parents so successfully,” said Susan Linn, a psychiatry instructor at Harvard Medical School and director of the Campaign for a Commercial-Free Childhood, an advocacy coalition. Ms. Linn and others point to many studies that show the link between junk-food marketing and poor diets, which are implicated in childhood obesity. Food industry representatives call the criticism unfair and say they have become less aggressive in marketing to children in the Internet era, not more so.

It’s the adversity that creates this impaired development, says Maté, not the genetics emphasized by the medical community.

And our response to addicts – criminalization, marginalization, ostracism – piles on that adversity, fueling the addictive behavior.

“[Prevention] needs to begin in the crib, and even before then,” Maté writes in Hungry Ghosts, “in the social recognition that nothing is more important for the future of our culture than the way children develop.”

What’s more, Maté, unlike many of his medical counterparts, factors into our potential for recovery – even transformation – “something else in us and about us: it is called by many names, ‘spirit’ being the most democratic and least denominational.”

The Illusion of choice We’d like to think that addicts have a choice, that they can just choose to stop—even if it’s hard. But Maté insists that the ability to choose is limited by the addict’s physiology and personal history.

“The more you’re driven by unconscious mechanisms, because of earlier defensive reaction to trauma, the less choice you actually have,” he says. “Most people have much less choice in things than we actually recognize.”

But, he writes, “I’ve come to see addiction not as a discrete, solid entity – a case of Either you’ve got it or you don’t got it – but as a subtle and extensive continuum.” Unless we become fully aware of the drivers of our addiction, he says, we’ll continue to live a life in which “choice” is an illusion.

“All addictions, whether to drugs or to behaviors such as compulsive sexual acting out, involve the same brain circuits, the same brain chemicals and evoke the same emotional dynamics,” he says. “Behavior addictions trigger substances internally. So (behavior addicts) are substance addicts.”

Or, as he writes in Hungry Ghosts, “Passion creates, addiction consumes.”

Compassion for the addict — and ourselves Responding to addiction requires us not only to care for the body and mind but also the soul, Maté says. The spiritual element of his practice is critical, he says, not only to understand the  hard-core street addict but also our own struggle.

“We lack compassion for the addict precisely because we are addicted ourselves in ways we don’t want to accept and because we lack self-compassion,” he says. And so we treat the addict as an “other” – this criminal, this person making poor choices – to whom we can feel superior.

“Compassion is understanding,” he says. “And to understand is to forgive.” We need, he says, to turn compassion into policy. “To . . . point the finger at that street-corner drug addict who’s in that position because of that early trauma is blind to say the very least,” Maté said in a 2010 talk at Reed College. “I think that if we developed a more compassionate view of addiction and a more deep understanding of the addict and if we recognized the similarities between the ostracized addict at the social periphery and the rest of society and if we did so with compassion both for them and for the rest of us we would not only have more efficient, more successful drugtreatment programs, we would also have a better society.”

What were the American people to do in this vast new war? In his address to Congress on September 20, 2001—the speech that gave his most eloquent account of the meaning of September 11th—the President told Americans to live their lives, hug their children, uphold their values, participate in the economy, and pray for the victims. These quiet continuities were supposed to be reassuring, but instead they revealed the unreality that lay beneath his call to arms. Wasn’t there anything else? Should Americans enlist in the armed forces, join the foreign service, pay more taxes, do volunteer work, study foreign languages, travel to Muslim countries? No—just go on using their credit cards. Bush’s Presidency would emulate Woodrow Wilson’s and Warren G. Harding’s simultaneously. Never was the mismatch between the idea of the war and the war itself more apparent. Everything had changed, Bush announced, but not to worry—nothing would change.

At the time of the attacks, few educated Americans born after 1950 had any direct experience of war or persecution or cataclysmic failure. After 9/11, this gap in the résumés of intellectuals gave them both a sense of inadequacy—an outbreak of envy for the Greatest Generation—and a compensatory tendency to inflate the drama of the war on terror and their own role in it. This took place at a level of abstraction that is made possible when the fighting is eight thousand miles away. As a result, a number of the country’s best minds mistook the post-September 11th era for a new American golden age.

After the attacks, Americans asked, “Why do they hate us?” This turned out to be the wrong line of inquiry. The most pressing questions were about us, not them: our leaders, our institutions, our ability to act as a cohesive nation and make rational decisions, our power to take action abroad in a way that would not be a self-defeating waste. Starting with the intelligence failures that did not foresee the attacks, every major American institution flunked the test of the September 11th decade. The media got the W.M.D.s wrong. The military failed to plan for chaos in postwar Iraq. Congress neglected its oversight duties. The political system produced no statesmen. C.E.O.s and financiers couldn’t see past short-term profits. The Bush Administration had one major success: it succeeded in staving off another terrorist attack in America. It botched almost everything else.

After 9/11, life in America changed in a few palpable ways: you needed I.D. to get into an office building, and boarding an airplane became an ordeal. But all the structural trends stayed on course: the stock market, after a setback, maintained its relentless upward climb; inequality soared, as Wall Street fortunes reached unimaginable new heights, while average wages began to decline; just about every remaining textile job in Surry County disappeared; Americans sank deeper into debt and depended more on their houses for wealth; the iMac progressed to the iPad; CBS News continued its descent into irrelevance and Fox News its corrosive rise, while newspapers kept cutting back or closing shop. The political division of America into red and blue hardened into the mutually hostile and unintelligible universes in which we live today. Bush, already viewed as illegitimate by many Democrats, became one of the most hated Presidents in American history; the writer Nicholson Baker even published a novella about the merits of assassinating him. Meanwhile, the Republican Party fell completely under the control of its most extreme elements, and “traitor” became a routine term for its opponents. For all the talk of national unity and a new sense of purpose, the terror attacks did nothing to bring together the country. America after September 11th was like a couch potato who survives a heart attack, vows to start a strict regimen of diet and exercise, and after a few weeks still finds himself camped out in the living room.

The Bush Administration collapsed in the late summer of 2005—not in Falluja or Kandahar but in the submerged neighborhoods of New Orleans. The response to Hurricane Katrina gave Americans such a devastating picture of official failure that it suggested something fatally wrong with an entire approach to governing. Iraq, of course, had provided evidence of high-level arrogance, incompetence, and neglect for two years, and Afghanistan for even longer than that, but, because these places were far away and American troops were risking their lives to serve the nation, the public wasn’t ready to withdraw its support. When the footage came out of the Gulf Coast—when, for the second time in four years, a great American city looked like Kabul or Kinshasa—it was Iraq in fast motion, and right around the corner. Government at all levels, but especially in Washington, had failed to plan for the worst outcome, even when the entire country saw it coming. An Administration staffed by cronies neglected to take care of citizens for whom it had the greatest responsibility. Katrina made brutally clear that the White House had substituted passive, self-congratulatory bravado for serious organized effort. Like Iraq, New Orleans represented a failure of individual leaders, but also of national institutions.

After Katrina, support for the Iraq war evaporated. Having been asked for very little ever since September 11th, other than to take the Administration’s way on faith, Americans had little trouble reframing their allegiances. This was the price of a foreign policy based on assertion rather than on persuasion. The war on terror had been a kind of confidence game: it depended on a belief in American virtue and ability that had proved unwarranted. With the exception of his advocacy of the surge, in 2007, Bush became an increasingly irrelevant figure, and his foreign policy crawled away from grand projects for “world order.” When Vice-President Cheney called for new wars with Iran and Syria, there were no takers.

In the years after Katrina, Americans began to see that the same unstable combination of hoopla and neglect that had characterized the war on terror also characterized the decade’s supposed economic boom. While the media were riveted by the spectacle of celebrity wealth, large areas of the country were—like Surry County—left to rot. The boom had been built on sand: housing speculation, overvalued stocks, reckless deregulation, irresponsible deficits. When the foundation started to crumble with the first wave of mortgage defaults, in 2007, the scale of the destruction became the latest of the decade’s surprises. Hardly anyone foresaw how far the economy would fall; hardly anyone imagined how many people it would take on the way down. Even the economic advisers of the next Administration badly misjudged the crisis. The trillions of dollars spent and, often, misspent on wars and domestic bureaucracies were no longer available to fill the hole left by the implosion of the private economy. Reborn champions of austerity pointed to the deficits in order to make the case that the country couldn’t afford to spend its way back to health. And, like the attacks that were supposed to change everything, the recession—which was given the epithet “Great” and was constantly compared with the Depression of the nineteen-thirties—inspired very little change in economic policy. Without effective leadership, the country blindly reverted to the status quo ante, with the same few people making a lot of money, if a little less than before, and the same people doing badly, if a little worse.

This malignant persistence since September 11th is the biggest surprise of all. In previous decades, sneak attacks, stock-market crashes, and other great crises became hinges on which American history swung in dramatically new directions. But events on the same scale, or nearly so, no longer seem to have that power; moneyed interests may have become too entrenched, élites too self-seeking, institutions too feeble, and the public too polarized and passive for the country to be shocked into fundamental change.