Your Brain at Work (Part 2)
Richard Davidson, Golbie Kamarei, David Gelles | 36:44
You see robust changes quickly on the parameters that reflect resilience, that rapidity with which you come back down to baseline seven hours of mindfulness practice will not touch that particular process. Uh, it's gonna take much more. So, um, it's, it's very interesting. We're beginning to learn more of the granular details about what dose, if you will, of practice, may actually produce certain kinds of changes versus.
So it, it's not an insubstantial commitment. Gobi, how do you address that when you're trying to sell these programs? I mean, you can't just say like, it's all right, I got it. Five minutes a day for two weeks, and you're all set. You're having to sell people on a, a much more robust curriculum if it sounds like it's gonna be remotely effective.
Is there the receptivity to that? Are people saying, okay, we're willing to put in the work? I think some are and some aren't. , we talked about physical exercise. The longevity of the practice, I feel like comes to, or how people approach it, usually comes down to three things. If they have the knowledge about the benefits, what to do, um, and that might be enough to inspire action, right?
So they have knowledge and they think, okay, I'm gonna take some. Some people stop at the knowledge. They know what's good for them. They know they should go to the gym. They know the benefits of meditation or mindfulness, but they won't do it. Those other people follow through and take the action, but all of us have taken action and then realized something's hard.
And so we give up after a while. It's the people that have the discipline, they have the knowledge, they're willing to take the action, and they have the discipline to carry forward. Are the ones that are really gonna reap the benefits. Now, there are a lot of reasons why some people might not be willing to make, uh, repeated, sustained action or have the discipline for this practice, and I'm not yet in that conversation with individuals.
I mean, what I did at BlackRock, more than anything I feel like was start a conversation more generally around the knowledge and open the door for. , but I didn't necessarily, and my discipline kept me there twice a week. The program ended up growing into twice a week. Um, but there was no obligation because I felt like it was such a tenuous thing, and it was such a gentle, fragile invitation in this particular environment that to make it, uh, to set conditions around which it.