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Maximum Brainpower: Challenging the Brain for Health and Wisdom - Hardcover

Breznitz, Shlomo; Hemingway, Collins

 
9780345526144: Maximum Brainpower: Challenging the Brain for Health and Wisdom
Hardcover
ISBN 10: 0345526147 ISBN 13: 9780345526144
Verlag: BALLANTINE BOOKS, 2012

Inhaltsangabe

We all understand the importance of daily exercise in keeping physically fit. But mental exercise is just as essential to our health and well-being—especially when it comes to defending against forgetfulness, memory loss, and even dementia. These and other age-associated afflictions were once regarded as all but inevitable, but in fact, as this eye-opening, inspiring book shows, there is much we can do to protect ourselves as we grow older. With the right tools, we can all maximize our brainpower and keep our minds sharp, healthy, and cognitively fit throughout life.

Written by internationally renowned cognitive psychologist Shlomo Breznitz and technologist Collins Hemingway, Maximum Brainpower provides both an in-depth look at how the brain works and proven methods to increase its capabilities. Armed with the results of cutting-edge research, Breznitz and Hemingway champion in compelling detail the challenge and stimulus of continual change over the deadening effects of comfortable routine. They show how to separate good mental stress from bad, and demonstrate how hope and socialization can help delay or even fight off the worst symptoms of dementia.

Did you know that experts are often less mentally agile than jacks-of-all-trades? That mental exercises such as crossword puzzles and sudoku are of minimal help in building brainpower? That multitasking poses unique dangers to the brain by presenting us with an environment in which we never evolved enough to thrive? Breznitz knows—and what’s more, he knows what to do about it.

Filled with colorful real-life stories and fascinating psychological experiments, many published here for the first time, this revelatory work will help adults of any age build and retain their mental acuity. Think better, live better, be better with Maximum Brainpower. Really, it’s a no-brainer!

Praise for Maximum Brainpower

“A wonderfully helpful book . . . After reading it, you will understand what you must do for your brain, and why you must do it.”—Norman Doidge, M.D., New York Times bestselling author of The Brain That Changes Itself

“Everyone knows the importance of physical fitness; less appreciated is the necessity of cognitive fitness. How do you maintain an exercised, stimulated, flexible brain? Start by reading this book.”—David Eagleman, New York Times bestselling author of Incognito

“Profound, rich, and enriching . . . Because of its forceful suggestions, its analyses, and its wide knowledge, this book is well worth reading. And rereading.”—Elie Wiesel, Nobel Peace Prize Laureate and author

“Many of us are petrified of Alzheimer’s disease, strokes, and other maladies that impair the functioning of the brain. Breznitz and Hemingway can deliver no ‘magic bullet’ to prevent dementia. But their book does get you thinking about what you can do to develop and maintain your gray matter, build on the plasticity of the brain, and increase the likelihood that you’ll live not just a longer but a fuller life.”—The Huffington Post

“Most books about healthy brain maintenance just give you the ‘how’; this one tells you why. And it helps you do it.”—Rita Carter, author of Mapping the Mind

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Über die Autorin bzw. den Autor

Shlomo Breznitz is the founder of CogniFit, a company devoted to the goal of improving cognitive fitness. The author of seven books and many scientific articles, he has been engaged as a visiting professor by numerous leading institutions, including the University of California at Berkeley, Stanford University, and the London School of Economics.

Collins Hemingway is a writer and technologist who has co-written several books and written innumerable articles for the general public.

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Part I

Maximum brainpower in the real world

Why Brainpower Is Not About How We Do on Tests But How We Do in Life

One

Why Experts Know Nothing

John Smith is a tall, lanky Londoner with a flair for silk ties. He works in an office amid piles of coffee cups and soft-drink cans—anything with caffeine. He stares all day long at a wall of computer screens. John makes millions of dollars a day, and he has no idea how.

John’s story is the story of the expert—the person who has so much ability and experience that he or she finds quick solutions to complicated problems that vex the rest of us. We all know experts. The auto mechanic who in ten minutes fixes an engine that stumps everyone else in the garage. The cook who with a single sip identifies the one missing ingredient that will make a good soup great. The engineer who draws by hand an airfoil design as efficient as that produced by a computer. The doctor who plucks the correct diagnosis out of thin air, unsupported by tests and scans (think television’s Dr. House, only with nicer bedside manners).

Experts process a problem through the vast amounts of knowledge and experience they have accumulated, and out pops an answer—usually the correct one, sometimes an unexpected one. I met John, a currency trader, before the introduction of the euro, at a time when every European country still had its own currency. Most large companies hold and trade different currencies in order to pay bills in local currencies and to avoid being caught with excessive holdings in case one currency’s value declines. Financial institutions actively trade in currency as they would in any stock or commodity, in the hopes of making money by determining whether a particular currency will go up or down.

John was one of those institutional mavericks who was exceedingly good at what he did. His specialty was buying and selling U.S. dollars against the German mark. Known as “the money factory,” he brought in millions of dollars in profits every month. The large international financial institution where he worked feared that competitors would steal him away, or that he’d simply retire. He had made so much money for himself and for the company over the years that he no longer needed to work.

How did this trader do it? How did he regularly bet on the right currency? The company leaders decided that perhaps a smart psychologist might be able to tell them, which is where I came in. By gaining insights into John’s intellectual methods and analytical processes, they hoped to protect themselves against his possible departure and to learn how they might train others to achieve similar results.

For days I sat next to John on the trading floor amid his computers and clutter. There were other traders in the middle of the floor, calling out offers to buy or sell. It was very, very busy, and very, very dull. Hour after hour, we watched the screens as the dollar and mark went up and down against each other. I saw every uptick and downtick that he did. I heard the same announcements. We watched news on economic and political activity all over the world on the “tickers” streaming by on the screens. Over the course of several days, he made modest trades, but nothing spectacular. Very boring stuff. A currency trader must be well paid to sit through this kind of tedium all of his life.

Then, one day, he was suddenly electrified. He held up his hand, flashing his fingers to signal “five,” then “three.” I scanned the screens. I zoned in on every word the sellers on the floor were saying. Nothing obvious had happened, and yet—within a few seconds—John had bought eight million marks! Before long, the value of the mark began to rise. By the close of trading, this gentleman and his company had made a very tidy profit.

By then, John and I had become friendly. Over a few pints of Guinness after work, I asked him why he had bought marks at that particular moment. I expected a technical analysis relating to economic news or monetary policy. Or perhaps, like an experienced chess player who has seen about every gambit imaginable, John had detected a series of clever moves by other traders and was able to exploit them for his own gain. His answer?

“I suddenly felt,” he said, “The mark wants to go up.”

Say again?

“It was a feeling. ‘It feels like the mark wants to go up.’ ”

We talked for quite a while. I don’t believe he was putting me on, or putting me off. He genuinely could not explain his instinct to buy marks at that particular moment. It was a feeling. He could not say how or where he could “feel” it. He just could. He was influenced by something he couldn’t verbalize. Perhaps tension crept into the voices of the brokers on the trading floor. Perhaps there was some pattern in the movements of rates that he picked up unconsciously. Perhaps, at some unconscious level, he recalled a similar pattern from a few weeks or months before. Perhaps his own large purchase, coming out of nowhere, created a mini-stampede that drove the price of the mark higher. But people bought and sold marks all day, often in large volumes. How did he know when the time was right to make his move? He didn’t know. The effort to understand his process was a total waste of time.

My shadowing project ended a short time later when the bank was sold, but I do not believe I would have learned anything more if I had remained by John’s side for a year, or even ten. I would have experienced a great deal of boredom for nothing. He was right about when to trade currency. That is all there was to say.

John’s inability to explain his strategy is no isolated example. Gerd Gigerenzer, in his book Gut Feelings, writes about police officers who can instantly spot a drug carrier in a crowd on the basis of nothing more than a “hunch.” Malcolm Gladwell, in his book Blink, describes art experts who can, at a glance, tell whether a statue is an authentic work or a forgery. They cannot explain how they know. Gigerenzer speaks of a gut feeling—an unconscious, immediate “fast and frugal” aspect of cognition that is strong enough to act upon even though we are not fully aware of why. Gladwell calls this ability “thin slicing,” describing it as an automated, accelerated ability to find patterns in a small amount of information. Experts are able to reduce a complex situation to a simple one very fast through some process of unconscious inference.

This chapter explores the cognitive processes of experts such as John to figure out how their expertise emerges. It is the beginning of our story about how the brain works, how it is shaped by experience, and how experience can be good or bad depending on our response.

Of Soldiers and Roadside Bombs

People who work in harm’s way learn to rely on the indefinable instincts that mark the expert, the “feelings” that do not come from the conscious verbal pathways that we commonly identify with “thinking.” These instincts probably stem from the more primitive pathways of the brain, the parts of the limbic system—the “old brain”—that kept our ancient forebears alive when there was no time to evaluate situations in a calm and reflective manner. Police officers and soldiers in particular learn to “trust their gut” on dangerous streets and roadways.

In Iraq and Afghanistan, improvised explosive devices (IEDs, or roadside bombs) have caused more than half of all of the deaths of American and coalition soldiers plus untold numbers of civilians. Several hundred other IED attacks occur every month elsewhere in the world. The United States...

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Verlag
BALLANTINE BOOKS
Erscheinungsdatum
2012
Sprache
Englisch
ISBN 10 
0345526147
ISBN 13 
9780345526144
Einband
Gebundene Ausgabe
Auflage
1
Anzahl der Seiten
268
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Verantwortliche Person
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