A recent exploration of thinking styles (see The [mind] map is not the territory) included a reference to automatic thinking. It suggested that unconscious (usually emotional) reactions to triggering events or circumstances can benefit from Cognitive Behavioural Therapy. But that was only a small part of the automatic thinking story.
Reactiveness, Responsiveness, or Proactiveness
Part of our psychological maturation involves the development of executive functions, which relate to our:
- Working memory
- Cognitive flexibility (also called flexible thinking), and
- Inhibitory control (which includes self-control)
As we begin to become aware that we are habitually reacting to circumstances in ways that may not be helpful, this reflection helps us to shift from reactive to responsive modes.
This can then be further developed over time so that we project the consequences of action or inaction further into the future, and so become proactive, and not simply responsive. This is illustrated in the header chart above by placing each of these thought modes into temporal perspectives (past, present, and future).
The tabular chart below outlines some of the differences between reactive, responsive, and proactive leadership modes. While there are often good reasons to employ reactive and responsive modes of thought, when we wish to be strategic, we need to adopt a more proactive approach.
Positive and Negative Automatic Thought
Skills and experience move from conscious development to sub-conscious levels the more we practice them and come to accept their efficacy. When we were learner drivers we were hyper-vigilant (as we should be), but as we become more experienced we hardly notice that our radar is working for us below the level of conscious thought. The body’s sensory and executive systems become more automatic, or intuitive, the more we experience success with our approach.
In an earlier post, a chart describing the way automatic thought produced negative emotional and psychological states was featured. There is another side to that story though, with automatic thought having a set of positive expressions.
Intuition and Flow
Prof Joel Pearson (no relation) is an eminent neuroscientist whose book The Intuition Toolkit argues that ‘real intuition‘ is a product of deep knowledge and experience operating at a subconscious level. Others may argue that there are more intuitive modes than this, but sticking with Prof Pearson’s argument, he describes the capacity of a well-trained brain to process multiple signals below the level of conscious thought to cause the body to react rapidly to avoid danger or select the ‘right action’.
Prof Pearson employs the SMILE acronym to describe the set of conditions that support this kind of intuition, as outlined in the next chart.
Stress responses that are controlled like this are the product of extensive and deliberate training. How similar is this to the flow state described by Mihály Csíkszentmihályi? Peak states of concentration and immersion in a process or activity can be generated by high-performing, highly trained, and experienced individuals.
Both Pearson’s SMILE conditions and Csikszentmihalyi’s Flow State conditions emphasise the importance of appropriate context, emotional regulation, skill mastery, and focused engagement for optimal performance and decision-making. The alignment shows how structured approaches to intuition and flow can enhance productivity and satisfaction. Some hint of this is offered in the following chart, which demonstrates that while intuition and flow states are not really synonymous, they do share some similar preconditions.
Proactive Risk Management
This kind of thinking is also reminiscent of the way Dr Richard “Harry” Harris SC OAM wrote of his involvement in the famous Thai cave rescue, as he downplayed the notion that his effort involved heroism. (The SC after his name reflects his being awarded the Star of Courage “for unwavering and selfless bravery following the successful rescue of the trapped soccer team”. The OAM postnominal stands for his being awarded an Order of Australia Medal. His dive rescue colleague Dr Craig Challen was also awarded SC and OAM honours).
“I was able to succeed in the Thai cave because of decades of experience, comprising thousands of hours of careful planning, risk assessment and management. You won’t catch me doing something dangerous unless I’ve thought long and hard about every possible way it might play out – I love to dive, but not in the deep end. At least, not without ascertaining what might be under the surface! I don’t crave adrenaline. Nor do I give in to flights of fancy or irrational fear … unless there’s a spider involved, Then all bets are off.”
Dr Richard Harris OAM, The Art of Risk: What we can learn from the world’s leading risk-takers, Scribner, 2023, p.3
Just like proactive strategy, proactive risk management ensures that optimal results are likely.
Comparing similar models
Many readers of this blog will be familiar with various learning models that I have referenced from time to time. These include the Dreyfus & Dreyfus Skills Acquisition Model, Bloom’s Taxonomy of Learning, Burch’s Four Stages of Competence, and Knowles’ Adult Learning Theory (Androgogy). I have also referenced the Cleveland Continuum – better known as the DIKW Model which describes the holarchy of Data, Information, Knowledge, and Wisdom. All of these came to mind as I was reflecting on the intuition and flow state concepts, hence the comparative tables that follow.
The juxtaposed models are arranged against a notional common scale, however, I recognise that the suggested equivalence of the levels in each model is subject to alternative placement (or exclusion), depending on your familiarity with the nuances of each model. These tables are offered as thought starters rather than as integral theory.
Brain Chemistry in Stress Responses
Neuroscientists help us to understand the brain chemistry involved in our reactions and responses to stress, and how certain chemicals in our brain and body play crucial roles in these processes.
When we encounter a stressful situation, our brain’s amygdala, the part responsible for processing emotions, detects a threat. This triggers the hypothalamus, which sends signals to the adrenal glands to release adrenaline (also known as epinephrine) into the bloodstream.
Adrenaline is a hormone and neurotransmitter that prepares the body for immediate action. It increases heart rate, dilates air passages, and boosts energy supplies. This process is commonly known as the “fight-or-flight” response, which prepares us to either confront or escape the threat. Later iterations of this response have identified a further three types, with all five tending to be categorised as negative. The reflexive avoidance of harm is of course a positive outcome of this kind of automatic thought, but for many, a preoccupation with threats can lead to problems at work, and with their health.
Automatic Reactions and Brain Chemistry
- Fight: Increased adrenaline levels lead to heightened physical and mental alertness, giving you the energy and focus to confront the threat.
- Flight: Adrenaline prepares your body to run away by increasing blood flow to muscles and enhancing your ability to react quickly.
- Freeze: Sometimes, the flood of adrenaline can lead to temporary paralysis, where the body freezes to avoid detection or harm.
- Fawn: The brain may release chemicals that promote social bonding and appeasement behaviors, attempting to diffuse the threat through cooperation.
- Flop: Overwhelming stress can sometimes cause the body to shut down, leading to a collapse or feeling of helplessness.
Some individuals find the surge of adrenaline exhilarating. Activities that trigger this rush, such as extreme sports, can lead to heightened feelings of excitement and pleasure. This is due to the release of dopamine alongside adrenaline, creating a rewarding sensation. People who frequently seek out adrenaline-inducing activities are often referred to as “adrenaline junkies.” They may become addicted to the intense sensations of the adrenaline rush, continually seeking out new challenges to experience that high.
Risk managers will generally want to ensure that people who enjoy such experiences confine their edgy approach to off-duty activities.
The 7th ‘F’: Facing Fear
Beyond the six ‘Fs’ of fear, fight, flight, freeze, fawn, and flop, there is a 7th ‘F’ – which is invoked when we Face our fears.
When you choose to face stress with a thoughtful response, you engage the prefrontal cortex, the brain region responsible for rational thinking, decision-making, and problem-solving. This can help balance the amygdala’s reaction and modulate the release of stress hormones, leading to more controlled and effective responses.
The next chart describes some of the characteristics of both positive and negative modes of automatic thought. The contents suggest some of the ways we might shift from reactive to responsive and proactive thought modes.
The five steps or stages of facing fear may all happen in a moment, but they can be sequenced as follows: awareness, pause, assess, respond, reflect. The chart below offers these five steps opposite the five fear reaction modes, thus proposing them as a choice that we can make between reaction and response. The more we practice this choice, the more habitual and automatic it can become, and so help us to become more effective when stressors arise, and we need to step up as leaders.
As suggested by Csikszentmihalyi, skilled individuals often operate in a “flow state,” where their actions are guided by well-practiced neural pathways. This state is supported by a harmonious balance of neurotransmitters like dopamine, which enhances focus and motivation, and endorphins, which promote a sense of well-being.
Conclusion
Understanding the brain chemistry behind stress responses helps us appreciate how our bodies are designed to protect us. By recognising the roles of adrenaline and other neurotransmitters, we can better manage our reactions and leverage positive responses to stress. Whether it’s through mindful facing of challenges or harnessing the power of expertise, we can navigate stress more effectively.
Moving from reactive to responsive and proactive thought modes is one of the benefits of reflective practice. Training, experience, and mindfulness can nurture our capacity for positive automatic thought and ensure that we become more effective leaders.
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