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In the other chapter, we set up model distinguishing two selves: the calculating self and the central self.When we are our calculating selves, we struggle onward and upward like contestants in an obstacle course, riveting our attention on the "barriers" we see in our way. Strengthening the concept of obstacles with metaphors, we talk about "walls" and "roadblocks", their height and prevalence, and what it will take to overcome them. This is downward spiral talk, and it is part and parcel of the effort to climb the ladder and arrive at the top.

The catchphrase downward spiral talk stands for a resigned way of speaking that excludes possibility. "The little old ladies who support classical music are all dying out," the conversation goes in downward spiral mode."Our culture has become totally commercialized, and no one wants to fund the arts". "nowadays school children are only interested in popular music--audiences for classical music are rapidly diminishing; clearly it is a a dying art."

Downward spiral talk is based on the fear that we will be stopped in our tracks and full short in the race, and it is wholly reactive to circumstances, circumstances that appear to be wrong, problematic, and in need of fixing. Every industry of profession has its own version of downward spiral talk, as does every relationship and motivation system. Focusing on the abstraction of scarcity, downward spiral talk creates an unassailable story about the limits to what is possible and tells us compellingly how things are going from bad to worse.

Why does it spiral downward,why do things tend to look more and more hopeless? For the same reason that red Dodge pickups seem to proliferate on the highways as soon as you buy one and that pregnant women appear out of nowhere approximately eight months before your baby is due. the more attention your shine on a particular subject, the more evidence of it will grow. Attention is like light and air and water. Shine attention on obstacles and problems and they multiply lavishly.

The practice of the way things are is a reality check on the run-away imagination of the calculating self. It's like the world-weary policeman saying, "just the facts. Ma'am, just the facts." Radiating possibility begins with things as they are and highlights open spaces, the pathways leading out from here.

Then the obstacles are simply present conditions--they are merely what has happened or is happening (motivated or motivating). The father in our story might say, "I have not inquired about my son's life,and he is not volunteering any information,"and he would be describing present conditions in the family.He might add: "I am afraid I don't know the right questions to ask, and it irritates me that he doesn't come to me to talk," and he would still be describing the way things are. The father would then be able to see the obvious: that sharing something of himself with his son, or asking some interested questions, would be likely next step toward greater rapport.

So, too, the chairman of the orchestra board might be satisfied with the description," There were 800 people in attendance for the March 14th concert and 700 for the program on April 10th," without going on to create a trend. For "diminishing audiences," like bogeymen, are never anywhere to be found except in someone's story. You can shake hands, however, with the 700 people who attended the April concert, and while you're at it, pass out fliers and say," Can't wait to see you at the next event!" the way

Best Motivation Article: Downward Spiral Talk

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Because, in the world of measurement, we live in the illusion that we have only ourselves to rely on, our need for control is amplified. So, when mistakes are made, and the boat gets off course, we try to get back in control by assigning blame. The "shoulds" and "oughts" from the blame game give us the illusion that we can gain control over what just went wrong, and that's an illusion of language again. Of course we can't change it or control it--is has already happened!

The practice of being the board, is about making a difference. If,for instance, after hearing all your good ideas, your boss makes one mistake after another that you warned him about, you may think to yourself,"He never listens, he's competitive with me--he just wants to be right." And you feel once again like a prophet unsung in his own time or like Cassandra watching the towers of Illium fall. This is a time you can use the practice of being the board to make a difference. Here is how you might proceed.

"How did it get on the board that my boss is not listening to me?", you ask yourself. Soon you notice that "not being listened to" has become an abstraction for you, with meanings attached,like: he doesn't want to listen tome, or he is competitive or closed-minded. You know full well that you have had many such experiences in your life or you would not have recognized this one coming down the road. So you say,"How would I describe what is happening if I were to take away those extra elements of my story?" And when you point to real things instead of abstractions, you boil it down to: "I told my boss what thought and he did not take my advice." Now you can draw a conclusion that gives you leverage. You can sat without fear of contradiction,"My boss did not take my advice because he was not enrolled in it. It is up to me to light the spark of possibility. So if I want to make a difference, I had better design a conversation that matters to him, one that addresses what and how he is thinking."

Whereas "should haves" are commonplace in the fault game, apologies are frequent when you name yourself as the board. That is because when you look deeply enough into the question, "How did that thing that I am having trouble with get on the board that I am?" you will find that at some point, in order to give yourself a feeling of control or equilibrium, you have sacrificed a relationship. Whether you got into silent combat with your boss because he did not take your advice, or you failed to speak truthfully to your daughter because you did not want to upset her, or you just did not recognize how important you are to an old friend: at some point, a relationship broke down or is in the process of breaking down. And your effectiveness has deteriorated with it. In these case, an apology often serves as a restorative balm.

But in the model of fault and blame you cannot authentically apologize if you do not believe you are wrong, according to a shared measure of responsibility. It would be foolish for the pawn in the game of chess to apologize to the bishop for not having captured a piece five diagonal squares away, in a location where the rules prohibit him from moving. But when you, as the pawn, name yourself as the board, you can easily say to the bishop, "I think I sensed that you did not have a thorough knowledge of the rules, yet I failed to enlighten you. For that I apologize."

In the fault game your attention is focused on actions--what was done or not done by you or others. When you name yourself as the board your attention turns to repairing a breakdown in relationship. That is why apologies come so easily.

YOU MAY ASKING, "Why should I put so much emphasis on relationship when it will inevitably slow me down? Sometimes I just need to get a job done, and people have to understand that." Well, the answer is either they will or they won't. Sometimes you can enroll people in the necessity for short-term results, and sometimes your being heedless of the long line of relationship will slow down the overall "tempo" and run you into time-consuming difficulties.

Gaining Control Versus Making A Difference: Best Motivation and Inspiration

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The rain in Florida may be bad for us and good for the citrus crop. A canceled flight may wreck our schedule and bring us surface to face with our future spouse in the airport lounge. A forest fire may seem to destroy an ecosystem in the short term, yet renew it with vigor for the long term. When a splendid osprey eats a beautiful fish, it is neither good nor bad. Or, it's good for the osprey and bad for the fish. Nature makes no judgment. Human do. And while our willingness to distinguish good and evil may be one of our most enhancing attributes, it is important to realize that "good" and "bad" are categories we impose on the world --they are not of the world itself.

" A man goes to see his rabbi. "Rabbi", he asks, "you told us a story --something to do with praise?" The rabbi responds, "Yes, it is thus: when you get some good news, you thank the Lord, and when you get some bad news, you praise the Lord." "Of course," replies the man. " I should have remembered. But Rabbi, how do you actually know which is the good news and which is the bad news?" The rabbi smiles. "You are wise, my son. So just to be on the safe side, always thank the Lord."

A Best Motivation for You: Being With The Way Things Are By Clearing Judgments

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We might use the metaphor of a game like chess to describe the difference between the usual measured approach to responsibility and the perspective of the new practice. Normally if you were asked to identify yourself with an aspect of the game, you might point to one of the pieces on the board: you might choose to see yourself as the important king, the wily knight, or the humble pawn. As any one of the pieces, you would understand that your job is to achieve your objective, do well by your team, and help conquer the enemy. Or, you might see yourself as the mastermind, the strategist controlling the movements of your forces in the field.

In our practice, however, you define yourself not as a piece, nor as the strategist, but as the board itself, the framework for the game of life around you. Notice we said that you define yourself that way, not that you are that. If you had the illusion that you really were the cause of the sun rising or of all human suffering, your friends would soon have you carted off in a white van or at least prescribed a large dose of Rule Number 6 as an interim measure. The purpose of naming yourself as the board, or as the context in which life occurs to you, is to give yourself the power to transform your experience of any unwanted condition into one with which you care to live. We said your experience, not the condition itself. But of course once you do transform your experience and see things differently, other changes occur.

When you identify yourself as a single chess piece--and by analogy, as an individual in a particular role--you can only react to, complain about, or resist the moves that interrupted your plans. But if you name yourself as the board itself you can turn all your attention to what you want to see happen, with none paid to what you need to win or fight or fix.

The action in this graceful game is ongoing integration. One by one, you bring everything you have been resisting into the fold. You, as the board, make room for all the moves, for the capture of the knight and the sacrifice of your bishop, for your good driving and the accident, for your miserable childhood and the circumstances of your parent's lives, for your need and another's refusal. Why? Because that is what is there. It is the way things are.

A Game of Chess: A Best Motivation and Inspiration

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One year I went alone on a three-day ski trip, with a plan to concentrate entirely on improving my skiing. On my first run down the mountain, I slipped and fell on a patch of ice. From then on I became vigilant, tensing up in resistance whenever I spotted ice, and, unfortunately there was plenty of it. I was about to abandon the project and come back some other time when real skiing was to be had, when suddenly it occurred to me that I had been operating under the assumption that real skiing is skiing on snow. I laughed with what Ben often refers to as "cosmic laughter," the laughter that comes from the surprise and delight of seeing the obvious. If I was going to be a New England skier, I had better include ice in my definition of skiing I redrew the box in my mind, so that now I had it that skiing is skiing on snow and ice. As I started down the next run, my physical self coordinated easily with my new way of thinking. I welcomed the ice. As every skier knows, resistance to ice can take you on quite a painful downward slide, whereas traversing ice as thought it is a friendly surface will usually deliver you gracefully to the other side.

Mistake can be like ice.If we resist them, we may keep on slipping into a posture of defeat. If we include mistakes in our definition of performance, we are likely to glide through them and appreciate the beauty of the longer run.

A Downhill Challenge: A Best Motivation