{"id":54473,"date":"2019-12-27T00:00:00","date_gmt":"2019-12-26T21:00:00","guid":{"rendered":"https:\/\/prohoster.info\/blog\/blog_prohoster\/23-minuty-opravdanie-tugodumov"},"modified":"2020-02-18T14:02:29","modified_gmt":"2020-02-18T11:02:29","slug":"23-minuty-opravdanie-tugodumov","status":"publish","type":"post","link":"https:\/\/prohoster.info\/en\/blog\/news\/23-minuty-opravdanie-tugodumov","title":{"rendered":"23 minutes. Justification of the slow thinkers","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

I always thought I was stupid. More precisely, that I was slow-witted.<\/p>\n

This manifested simply: during meetings and discussions, I couldn't quickly come up with a solution to the problem. Everyone was talking about something, sometimes smart, while I just sat there in silence. It was uncomfortable.<\/p>\n

Everyone else thought I was stupid too. So they stopped inviting me to meetings. They called those who could speak without hesitation.<\/p>\n

After the meeting, I continued to think about the task. And, as the saying goes, a good thought comes afterwards. I found normal, sometimes interesting, and occasionally amazing solutions. But by then, they were no longer needed. Like fighting with one's fists after a brawl.<\/p>\n

The culture in the companies where I started working was modern. You know how it is \u2013 'the meeting must end with a decision.' Whatever was thought up at the meeting is what gets accepted. Even if the decision is complete nonsense.<\/a><\/noindex><\/p>\n

Then I ended up at a factory. There, they couldn't care less about trendy tendencies. No question is resolved in one meeting. First, there's a meeting to set the agenda, then a meeting to discuss options, then another meeting to review those options, followed by a decision-making meeting, a meeting to discuss the decision made, and so on.<\/p>\n

And then it took off. At the first meeting, as usual, I stayed silent. By the second, I brought a solution. And my solutions started getting accepted! In part because nobody else continued to think about the problem after leaving the meeting.<\/p>\n

The owner noticed this peculiarity in my behavior and officially allowed me to stay quiet in meetings. Yes, I also observed that I listen better when I'm playing Bejeweled Classic on my phone. That's how we solved it.<\/p>\n

Everyone sits, discusses, expresses opinions, argues, while I play on my phone. And after the meeting \u2013 whether it's an hour, a day, or a week later \u2013 I send in my proposed solutions. Or I walk over and explain them.
\nI also noticed that if I didn't stay silent at the first meeting and participated in the discussion, the result turned out worse. So I made myself stay quiet.<\/p>\n

Since the method worked, I just used it. I continued to think that I was dumb. And the others are smart, simply unwilling to think about solving problems after leaving a meeting. In other words, the only difference is that they are lazy and not proactive.<\/p>\n

For exactly the same reason, I dislike talking to clients, especially on the phone. Because in such conversations, I can't help in any way \u2013 I need to think. In a personal meeting, it's somewhat better \u2013 you can remain silent for at least a few minutes, saying 'let me think for a moment'. In a phone or Skype conversation, such a pause would seem odd.<\/p>\n

Well, that's how I lived for the last few years. And then I started reading books on how the brain works. It turned out that I was doing everything right.<\/p>\n

Rule number one: the brain cannot perform two complex tasks simultaneously. For instance, thinking and speaking. More precisely, it can, but with a significant loss in quality. If you speak well, you are not thinking at that moment. If you are thinking, you can't speak properly.<\/p>\n

Rule number two: to start thinking normally, the brain needs about 23 minutes to 'load' information. This time is spent on constructing what are called complex intellectual objects \u2013 roughly speaking, a kind of multidimensional model of the problem appears in the mind, with all connections, features, etc.<\/p>\n

Only after 23 minutes does 'thinking' begin, proper cognitive work. Interestingly, it can proceed asynchronously. That is, you can, for instance, sit and solve another task while the brain continues to search for a solution to the 'previously loaded' problem.<\/p>\n

You know how it happens \u2013 you're sitting, for instance, watching TV, or smoking, or having lunch, and suddenly \u2013 bam! \u2013 the solution arrives. Although, at that very moment, you were actually thinking about what pesto sauce is made from. That\u2019s the work of asynchronous 'thinking'. In programmer terms, it's like a background task that was started a few days ago has completed, or a significantly delayed promise has returned.<\/p>\n

Rule number three: after solving a problem, the brain stores the solution in working memory and can retrieve it quickly. Therefore, the more problems you've solved, the more quick answers you know.<\/p>\n

Well, then it's simple. For any question or problem, the brain first provides a quick solution from its already known pool. But that solution can be rough. It seems to fit, but it may not correspond to the task.<\/p>\n

Unfortunately, the brain does not enjoy thinking. Therefore, it tends to respond automatically to avoid having to think.<\/p>\n

Any quick response is an automatism, a template based on accumulated experience. Whether to trust such a response or not is up to you. Simply put, know this: if a person responded quickly, they did not think about your question.<\/p>\n

Again, if you demand a quick reply yourself, you're simply condemning yourself to receiving a subpar solution. It's as if you're saying: hey, dude, just give me some nonsense, that's fine, and I'll pay up.<\/p>\n

If you want a quality answer, don\u2019t demand it immediately. Provide all necessary information, and then step back.<\/p>\n

But automatism is not evil. The more you have, the better; they save time in problem-solving. The more automatism and ready-made answers you have, the more problems you solve quickly.
\nYou simply need to understand and use both streams \u2013 the fast and the slow. Don\u2019t confuse them; choose appropriately for the specific task \u2013 whether to issue an automatic response or to think.<\/p>\n

As Max Dorofeev wrote in his book, in any unclear situation \u2013 think. An unclear situation is when the brain does not provide any automatism in response.
\n
Source: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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Justification for the slow-witted | ProHoster","description":"I always thought I was stupid. More precisely, that I was slow-witted. This manifested itself simply: in meetings and discussions, I couldn't quickly come up with a solution to the problem. 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