It’s just 20 minutes
“functional” meditation can improve decision-making
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I often introduce leaders to the benefits of regular meditation practices. Initially, evidence showed that meditation reduced stress (Kabat-Zinn); then, fMRI imaging showed that the Default Mode Network in the brain became less active with meditation, allowing the dorso-lateral pre-frontal cortex to function better (Judson Brewer); now, evidence suggests even short meditations can be beneficial (Andrew Huberman).
But meditation does raise issues for novices. “What’s supposed to happen,” they ask; “nothing seems to be happening. Maybe it’s not working.”
To which meditation teachers often say things like – “nothing happens, this is it. Meditation is simply cultivating the ability to be present, with yourself, and not trying to improve yourself or get better.”
Such explanations may or may not be helpful. Some might question what it means to “be with yourself.” Others may think they know what it means to “be present”, but not be certain when they are being present. Such intellectual quandaries often pose barriers to developing sustained meditation practices.
This note, however, does not attempt to persuade you to develop a meditation practice. Rather, it refers you to another important, possibly less known benefit of meditation. The following episode reminded me of this benefit.
I recently helped a group of leaders develop greater resilience. They identified unhelpful thoughts that stressed them and practiced reducing the effects of such thoughts. Then they explored meditation and I suggested that they develop a daily meditation practice. This constituted my first day’s work with them.
The next day, the group seemed restless when I asked them how they felt about the previous day’s exercises. “I have seen so many fads come and go,” said Christina. “Maybe meditation’s just another fad.” I sympathized with Christina’s doubts, but also wanted to help her. So, I pursued the conversation.
“Does it help you in any way to believe that it’s just a fad,” I asked Christina. “Usually, strong beliefs, unsupported by data, indicate that the belief might be useful for you. How might dismissing meditation as a fad, help you?” Christina paused and promised to think about that some more.
“But don’t think too long,” I responded. “It’s easier to act first and then change your thinking to align with your action, rather than wait for thinking alone to change actions. I’m only asking you to spend five minutes a day meditating – what do you have to lose?”
George objected to my framing. “It’s not what you might lose that makes meditation important,” he said, “it’s what you can gain.” He then told a story about the first prime minister of Singapore, Lee Kuan Yew (LKY). LKY said he meditated each day for 20-25 minutes but, additionally, also when he needed to solve difficult problems.
“When I’m stressed to make a decision, I stop and meditate,” said LKY. “In other words, I still the mind for 20 minutes.” When he came out of the meditation, LKY would consider how he felt about his decision, and make his choice.
This story refers to what I sometimes call “functional” meditation. (I don’t think anyone else calls it that, but it seems like a reasonable name for it.) There is considerable evidence that a meditation practice improves the overall quality of decision-making (Natalia Karelaia). But there is also evidence that meditating just before deciding improves the quality of the resulting decision (Hafenbrack et al.)
Naturally, I am not suggesting that you meditate before every decision, else that’s all leaders would do. Rather, all leaders frequently face choices with significant consequences that don’t have obvious solutions. When faced with such choices, some try and power through to a decision. This usually results in storytelling to convince themselves that they made the right choice and unfortunate side effects such as crotchetiness.
Others tell me that they try and sleep on difficult decisions. After having cross-examined the different choices with their teams until they are convinced there’s no more evidence that can be wrung out of the situation, they leave the problem alone and go to bed. In theory, they wake up fresh the next day feeling clearer about their decision. In practice, they may toss and turn and end up with neither a good night’s sleep nor clarity.
This note suggests a third option. Arrange it so you will not be disturbed; set a timer for 20 minutes; and meditate. Focus on your breath, your body, or anything other than the choice facing you. When you emerge, you may find greater conviction about your choice.
