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World-class PerformanceThrough Expanded Awareness
Harald S. Harung, Ph.D.
Maharishi University of Management,USA and Oslo and Akershus
University College of Applied Sciences, Norway
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Overview
Unified Theory of Performance:
1. Higher mind-brain development is the basis of
higher performance in any profession andfield of activity
2. It is easy to achieve mind-brain developmentin practice
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Four dimensions of
Unified Theory of Performance1. Brain integration
2. Psychological development
3. Frequency of peak experiences
4. Average mind-brain development of collectiveconsciousness where the person operates
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PERFORMANCE
PSYCHOLOGIAL DEVELOPMENT
BRAININTEGRATION
PEAK EXPERIENCES
THE COLLECTIVE CONSCIOUSNESS IN WHICH THE PERFORMER OPERATES
THE PERFORMER S MIND-BRAIN DEVELOPMENT
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Four dimensions ofUnified Theory of Performance
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Performance Capacity
Mind-brain development
Unified Theory of Performance
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Our Research onWorld-class Performers
Four studies comparing world-class performersto average performers:
Top-level managers World-class athletes Professional classical musicians
World-class professionalsManagement, administration, sports, education etc.
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The Performeasure Assessment
Assesses a person
s performance capacity:
1. Brain Integration Scale Holistic measure of the level of coherence, restful
alertness, and efficiency of brain functioning
2. Moral reasoning Part of psychological development
3. Peak Experience survey
The Performeasure Assessment is a registered Trademark of BrainIntegration Systems LLC, Fairfield, Iowa, USA.
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1. Brain Integration Scale
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Frontal Coherence
Cortical PreparatoryResponse
Alpha/GammaRatio
CorticalPreparatory
Response
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2. Moral Reasoning
1. Larger context for making sound decisions
2. Considering the impact of actions on others,society, and environment, rather thanmerely on one
s own individual needs
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Psychological Development I
From follower to leader From resistance to innovation
From dependence to greater autonomy From control to collaboration From win-lose to win-win interpersonal
strategies
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Psychological Development II
From mistrust to trust From narrow craft perspective to more holistic
comprehension From short-term to long-term perspective From reactive to proactive and preventive
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Psychological Development III
From extrinsic motivation (winning, money,power, and fame)
To intrinsic motivation (competing against self,searching for meaning, happiness)
World-class performance in narrow domain,
e.g., running 800m or playing an instrument
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Mature Psychology in Peak Performers
Strong mind Focus on positive Reliable intuition Taking responsibility for own life Facing reality
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3. Peak Experiences
Most happy and fulfilling moments in life
Often associated with optimal performance
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Peak Experiences are Common
We tested close to 200 people 84% reported at least one peak
experience Abraham Maslow found that almost
everyone has such experiences
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Strong Mind and Success
The basis of my success is not physicalcapabilities that I am born with compared toothers I don
t have a bigger heart, or bigger
lungs, or more enduring muscles. In contrast, the basis of my success is the way of thinking so that one always manages to do the rightthings in the right way at the right time.
Thomas Alsgaard, Norway, 11 gold medals in Olympic Gamesand World Championships in cross-country skiing
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Thinking During Peak Experiences
A feeling that thoughts float, find their ownways, and I let them float. I have experiencedthat in such situations formerly unthought-of
solutions or alternatives pop up . Also warninglamps have popped up in such situations,warnings that later have proven to be verycorrect.
Norwegian Top-level Manager
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Peak Experience in Business
It seems to me that I often have luck inbusiness, when buying a property orsomething. It often turns out that those
business [ideas] that did not come throughwould not have been so smart, even though Iwould have done it, if not something outsidemy control had come in the way.
Top-level Manager
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Peak Experiences in Sports I
I always am where the ball falls down. Theright place at the right time.
It is a game. Sport is play. The day itbecomes serious, then you are done. This iswhat differentiates the very best from thenext best.
World -class athletes
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Peak Experiences in Sports II
When I have this extreme alertness, the bodyreacts automatically everything goes by itself.It goes by intuition.
World -class athlete
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Peak Experiences in Music
...as if my inner expands to include the activityof the whole orchestra and even the audience.
Professional musician
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Sense of Invincibility
I feel invincible when this community mood isthere.
World -class team player (handball)
When everything is at the very highest level,then I feel invincible. The up hills are not long
enough nor steep enough; extremely goodsensation
World -class cross-country skier
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Action During Peak Experiences I
Bliss and inner fulfillment
Sense of invincibility Spontaneous right action Perfection Inner calmness
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Action During Peak Experiences II
Undivided focus the tunnel Greatly expanded awareness - wholeness No inner and outer resistance or obstacles Effortlessness
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Action During Peak Experiences III
No wear and tear on mind and body
Generalized world-class performance: Continuous Wide range of activities
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0
1
2
3
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Athletes Managers Musicians
The Performeasure SM Assessment forAthletes, Managers, and Musicians
World-class
Controls
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Composite Index Preferable
A composite index increases likelihood ofbetter prediction
For increased validity, the index also includesan objective measure: brain integration
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Other Factors ExplainingPerformance at Work? I
Education and training Important task knowledge
Number of years of education explains only 1% ofperformance level Age
No correlation with performance Work experience
Explains only 3% of performance
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Other Factors ExplainingPerformance at Work? II
Practice Needed to master specific skills Many don
t improve with practice We learn faster and more with higher
development Inborn traits: Talent, family, and socioeconomic
background Talent provides a good start, but its importance is
overrated
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Other Factors ExplainingPerformance at Work? III
Physical exercise Creates well-being and good health and may
also lead to some mind-brain development Affirmation and positive thinking
Works only for those who already have highergrowth
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What ExplainsPerformance at Work? IV
General intelligence plus integrity Explains 42% of performance
Part of psychological development Included in our unified theory of
performance Mind- brain development usually freezes in
early twenties
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Unified Theory ofPerformance Supported
Therefore, factors other than mind-braindevelopment do not explain substantial
increases in performance level Fortunately, everyone has potential for
extensive mind-brain development
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Unified Theory of Leadership
Applying the Unified Theory of Performanceto leadership:
Higher mind-brain developmentis the basis of successful leadership in anyorganization
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Effective Leadership inMature Psychology
Collaboration Trust Long-term perspective Holistic comprehension Problem prevention Win-Win solutions
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Invincible Leadership DuringLasting Peak Experiences
Spontaneous right action No obstacles Bliss Sense of invincibility Excellence in leadership
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Triggering Peak Experiences
Frequent peak experiences significantly improvemind-brain development, performance & health
Peak experiences are spontaneous
Even world-class performers with many peak
experiences do not know how to bring them forth
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2/19/2014 38Travis et al, 2009
Brain Integration Scale (3 months TM)
0
0.5
1
1.5
2
2.5
3
3.5
Pretest Post Test
B r a i n I n t e g r a t i o n
TM Dela ed Start
p < .001
American University College Students(random assignment to groups)
Brain Integration during tasks (3-mon TM)
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American Heart Association
Randomized controlled trial over 5 years
Collaboration with the American HeartAssociation
Those who practiced TM regularly were 66% lesslikely to have a heart attack, stroke, or die fromall causes
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