A scientific discovery identifying the brain’s genetic “Ambiguity Relief” process of HOW a person gets Clarity and takes action in relationship to that Clarity.
FOR IMMEDIATE RELEASE
Ubud, Bali, October 11, 2017– New brain research by Arthur Carmazzi recently published in the International Journal of Advanced Research shows how the brain’s genetic clarity generating processes can support better decisions and teamwork. “Ambiguity Relief” is the brain’s process which helps in evaluating information and the world around us to relate new context to existing knowledge and simplify ideas, decisions and problems solving into actionable elements. Not only is this an essential element of communication, but any action we take is directly related to the attainment of clarity, which supports the multiple high value applications to management, marketing and relationship in getting people to take action.
According to Arthur Carmazzi, researcher, bestselling author, and currently ranked as one of the world’s top 10 thought leaders in organizational culture and leadership: “This discovery is very important because All Decisions, Innovations, Idea Generation, Memory Retention, Interactions, and Interpretations… are filtered through the Brains Ambiguity Relief Process.” He continued: “The implications of identifying and understanding the brains ambiguity relief process will support improved communication, cooperation, synergy and how to move people passionately to action.”
The research, which began in 2001, observed that most psychometric assessments either dealt with behavior or personality and too many variables not only affected accuracy, but also affected the ability to practically apply them. The dissection of three existing works with opposed and varied conclusions (Sandra Seagal’s personality dynamics, Cloninger’s Temperament and Character, and Ned Herrmann’s Whole Brain Thinking) led to the discovery of process elements that were common amongst all three. Identifying and studying these processes with over 7000 participants isolated four primary processes out of nine that are most common in mentally healthy individuals. Additional observations of children between the ages of 5 and 6 years old, revealed that these processes are visible even at early stages of development and are genetic.
Upon further exploration of the neurochemistry of these processes relating to the assumed genetic foundations by studying genetic brain disorders (ADHD, OCD, Asperger, and Depression) that showed the extreme symptoms of the defined processes, it was found that ambiguity relief happens in 3 areas of the brain: The Prefrontal Cortex, the Hippocampus, and the Cingulate Cortex, and is determined by different gene alleles (same gene with different lengths) that affect the amounts and regulation of specific neurotransmitters. There are three primary active genes in these brain regions and seven supporting genes that affect neurotransmitter behavior.
The COMT Gene in the Prefrontal Cortex (which is responsible for planning, inhibition of behaviors, abstract thinking, emotion, and problem solving) regulates norepinephrine and dopamine to affect the amounts of structure and detail required for the ambiguity relief clarity getting process as well as intuitive or abstract processes.
The SPR gene in the Hippocampus (which is responsible for learning and memory) affects the connectivity of information. It affects serotonin transporter regulation and, with the presence of almost all Serotonin (there are 7) receptors, this determines how linked or unlink information is in the clarity getting process. Highly linked information instantly associates existing knowledge, experience or emotion. Lesser linked processes require an active process to connect information such as taking action or identifying and sorting structure.
The CADM2 gene in the Cingulate Cortex (connecting the limbic and cognitive brain) determine speed of processing which affects ambiguity relief by the amounts and levels of information processed. The faster speeds interpret larger chunks of information or intuitive reflections but miss many details and structure, while slower speeds can more easily identify intricate elements and order.
Carmazzi’s research concludes that personality is a complicated array of nurture and nature, but when we faced with a decision, a problem, an idea or a task, the brain must first go through a unique, genetically founded clarity getting process of “Ambiguity Relief” to competently achieve, formulate, or solve anything.
Carmazzi's research has classified these four healthy brain processes and made it simple to use and apply the “Colored Brain” model. He classified each process into colors then makes it EASY to understand the unique communication requirements that often create misunderstanding and prevent getting everyone speaking the same language… The Colored Brain model supports the reduction of barriers to create EASIER, FASTER and MORE EFFECTIVE communication across any group or relationship...
According to Tansri T K Lim, Chairman of the Genting Group: “This is an area that most managers seldom dwell into and yet, it is so important for an effective organization and Management Team”
The four Ambiguity relief processes identified in the research are:
Chaotic Processing (Green Brain)
Must take some kind of action to get clarity and clarity is directly related to the revelations from their actions. They shape and reshape ideas, solutions in the process of acting on issues and get others involved and ask for feedback. They have a disorganized but effective, connect as you act process, does poorly with too much structure, and reasoning and idea generating is in non-linier random chunks, testing elements in the action process to connect to the big picture. The Green Brain makes more mistakes than others but recover faster than others… makes and fixes mistakes in the clarity process of taking action
Linear Processing (Red Brain)
Needs Structure to achieve clarity, time to action is dependent on the available structure and the speed at which clarity is achieved. They connect tangible elements with logic, organize information into chunks and cross reference to understand. They must have clarity before being comfortable in taking action and Identify and organizes facts and resources before acting. The Red brain process easily identifies discrepancies. They make less mistakes than others but takes longer to recover from mistakes… if a mistake is made, usually start from the beginning by relooking at the facts or resources.
Relational Processing (Purple Brain)
Needs abundant information to get clarity, time to action is contingent upon the extraction of substantial details relating to the issue. All information and experience is related and is reinforced by the amounts of information for each reference. They take more time to collect and assimilate information compared to others. Connected Information creates options which are compared before for taking action and are less comfortable with little information. Purple Brains tend to approach organize information into systems and systematic processes. Reasoning and idea generating is achieved by referencing current and stored information and making comparisons. If they make mistakes, they revisit the original options and information, tend to add a bit more information, then choose the most appropriate option.
Intuitive Processing (Blue Brain)
Achieves clarity through reflection and intuitive referencing of past experiences, time to action is swift but regulated by a consistent assimilation of the surroundings and their experience. All information and experience is connected on an emotional level (it must be clarified that there was no specific pattern that showed that subjects were “Emotional”) in relationship to them and their experiences. They take small actions in the process of gathering information and getting a form of sensitivity feedback from the action and it effects. Action or problem solving is based on personal (intuitive) perspective and may supersede facts and recognised procedures and reasoning and idea generating is achieved by reflection and referencing the instinctual sensitivity (intuition) from the environment around them. If they make mistakes, they reflect on their own role in the mistake
According to Carmazzi: “simplicity is the key to implementation. By focusing only on one factor of perception: ambiguity relief, groups can easily understand, remember and apply awareness to manage their own expectations, understand each other better, and basically set others up for success instead of failure while improving relationship and areas of: Communication, Team synergy, Competency, Team Problem Solving, Cooperation, Taking action, Conflict minimization”
This article is a summary of the original research:
OBSERVATION AND GENETIC FOUNDATIONS OF THE BRAIN'S "AMBIGUITY RELIEF" PROCESSES by
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