Great Memory learning techniques

The Best of all I found is Chunking!!!!!!!!!!!

Chunking

Don't swallow it whole!
When someone gives you a phone number to remember, use 'chunking' as a way of remembering it. Short-term memory is limited so chunking helps us process long bits of information in more easily digestible chunks.

Most people can remember seven things, plus or minus two, which means that you'll usually be able to remember between five and nine things at most. So when given a string of numbers to remember such as 123957001066, break it down! 12 39 57 00 10 66 or even 1239 5700 1066 (chunks of numbers).

You may find it easier to chunk numbers according to something you find meaningful, like the age of someone you know, an address or a famous date (1066 Battle of Hastings). These attached meanings can then form a story to help remember a really long sequence.

Find out more at

http://www.bbc.co.uk/radio4/memory/

Regards

Phil.

Quote of the day

"Let your attitude determine your game

Don't let your game determine your attitude"

Davis Love

Good or Evil - What do you see

Things are not always what they seem - FIRST IMPRESSIONS!

Count every " F" in the following text:

FINISHED FILES ARE THE RE
SULT OF YEARS OF SCIENTI
FIC STUDY COMBINED WITH
THE EXPERIENCE OF YEARS


How many did you get?????????????




Scroll down








How many????


There were 6!

No joking - go back and have another look before you go any further

The brain cannot process "OF".




Incredible ? Go back and look again!!

Three is normal, four is quite rare.


O lny srmat poelpe can raed tihs.

cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg. The
phaonmneal pweor of the hmuan mnid, aoccdrnig to a rscheearch at Cmabrigde Uinervtisy,
it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat
ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit a porbelm.
Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig huh? yaeh and
I awlyas tghuhot slpeling was ipmorantt! if you can raed tihs psas it on!!


First impressions are whatever you want them to be - TAKE YOUR BLINKERS OFF

SUMO - Shut Up Move On!

SUMO is a fantastic business and life concept from someone call Paul McGee.

It has really helped me and my team to manage issues and put problems into perspective

But What Does S.U.M.O. Actually Mean?

Shut Up, Move On does NOT necessarily mean ‘get over it’ or ‘pull yourself together’ (although there may be occasions when both responses are necessary).

‘Shut Up’ means - to stop what you’re doing - take time out to reflect - let go of baggage and beliefs that hinder your potential.

‘Move On’ means - Tomorrow can be different from today - Look for new possibilities. - Don’t just think about it, take action.

Sir Digby Jones recently cited Paul and SUMO as one of his biggest influences

Q Do you read books on management? If so, which has influenced you the most?
A No, but I do read books on leadership and human relatiopressurizedressurised situations, be they business, military or political. S.U.M.O. (Shut Up, Move On) by Paul McGee has influenced me most.
Full article - http://www.timesonline.co.uk/article/0,,8543-2243247,00.html

Listed below are 7 Questions to help you SUMO;

1. Where is this issue on a scale of 1-10?
2. How important will this be in 6 months time?
3. Is my response appropriate and effective?
4. How can I influence or improve the situation?
5. What can I learn from this?
6. What will I do differently next time?
7.IWhat can i find that's positive in this situation?


Go to this link to find out more

http://thesumoguy.com and get further great information and free downloads.


I would strongly recommend Paul's book and also the whole SUMO philosophy!

Cheers

Ed (Phil)

How Inspiring - Eureka Moments FromTen Britons Who Shaped Our World!

A Fabulous article appeared in the Independent as 'A celebration of Science in the UK' which show how people can have that 'Eureka Moment' and really make a difference.

Two examples below plus a link to the full article

Helen Muir

Eureka moment: Emergency procedures in aircraft.

How has it changed our lives? Muir's research at Cranfield University has helped aircraft designers and operators to improve safety procedures by assessing how survivors of aircraft accidents react. Her research team was the first to reproduce real human behaviour in an emergency. Researchers used a large simulator of a smoke-filled aircraft cabin and, to get an accurate representation of the panic that occurs during an emergency, volunteers were offered £5 if they got out of the aircraft first. In this way Muir could pinpoint weaknesses in evacuation procedures and the design of the aircraft. She discovered, for example, that extra space is needed next to the aeroplane exits, and this finding has been incorporated into planes around the world.

What next? Muir, head of the department of human factors at Cranfield, still works in the field of passenger safety - including trains as well as planes.

George Gray

Eureka moment: Creating the first stable liquid crystals suitable for liquid crystal displays.

How has it changed our lives? Liquid crystal displays (LCDs) are used in everything from pocket calculators and watches to mobile phones and laptop computers. Scientists had been aware of the potential for using liquid crystals in displays for many years, but the materials that were available were insufficiently stable at room temperature, and could be destroyed when exposed to moisture, air or light. Working with the Ministry of Defence in 1973, Gray and his colleagues at the University of Hull discovered a new class of liquid crystalline material which was stable at room temperature. This was seized upon by the electronics industry and consumer products that contained small LCDs, such as watches and calculators, rapidly became ubiquitous. Liquid-crystal technology now forms the basis of an industry estimated to be worth some £20bn worldwide.

What next? Gray is now retired from the University of Hull but continues to play an active role in liquid crystal matters around the world.

Full article can be found at

http://news.independent.co.uk/uk/this_britain/article1160983.ece

The difference between wanting to be part of a team versus just having a job!

Got this from Simon Carter...
Folks,I think I have mentioned before about this "guru" that I met last year... &he occasionally e-mails "top tips".The attached is quite relevant to us all (if you ignore the Americanisms!!)as we go through the OD Review - weighing up our options & makingdecisions. It sums up for me the difference between wanting to be part ofa team... versus just having a job....Simon

Whether you want to recruit and retain dedicated, talented people for yourorganization or you just want to cultivate great friendships in yourpersonal life, you can't just ask for loyalty from those around you. Youhave to inspire it within them.Here, from Dr. Mark Goulston, are some insights on how you can inspireloyalty by copying great sports coaches.---------------

What do coaches Pete Carroll of USC and John Wooden of UCLA have in common?

They had incredibly talented players such as Matt Leinart and Lew Alcindor(Kareem Abdul-Jabbar) who could have played anywhere, but chose to play forCarroll and Wooden over the immediate gratification of money, adulation andother perks.
Why did they choose fierce loyalty over self-interest?

They realized andseized that rare opportunity to play for Carroll and Wooden for whom it wassuch an honor, that they wanted to extend the experience as long as theycould.

What was so special about Carroll and Wooden was:
* their fierce determination to be successful based on "steak" rather thanjust "sizzle" (a simple but not easycommitment in Los Angeles/Hollywood);

* their living their lives by the above values and not turning out to havefeet of clay;

* their players knowing that Carroll and Wooden would "kill" for them toany outside detractors especially those who would take cheap shots;

* and, finally, their players knowing that Carroll and Wooden would also"kill" them if they did anything lessthan they were capable of or dishonored the fact that the team was moreimportant than them.

---------------Warmest,Keith Ferrazzi