In recent years I’ve spent a lot of time trying to quiet the conscious mind in order to let the subconscious do what it does best. There’s a lot of terminology that’s used to describe the mind state in which one’s actions are effortless and one can adjust swiftly to unforeseen challenges: e.g. “in the zone,” the Flow, Zen mindset, and (in the Kotler and Wheal book I just reviewed) ecstasis. However, regardless of the name, one key to this state is a reduced activity of the part of the mind that’s self-critical and overly cautious, and that requires not letting the conscious mind do what it’s prone to do.
However, taking a course on mauythai advanced fundamentals recently has reminded me of the important roles the conscious mind plays in learning. The challenge is to use the conscious mind effectively–without letting it running amok.
The conscious mind is largely driven by anxiety about uncertainty. This makes the conscious mind a planner and worst-case scenario generator extraordinaire. (In meditation, I’ve begun to not only note what thought popped into my head before I dismiss said distraction, but I also have a classification scheme of kinds of thoughts, and “planning thoughts” are probably the most common type of thought to hijack my mind.) This planning / forecasting proclivity can be beneficial if one is doing a job that requires such planning, anticipation of possible hazards, and the need to adjust to complex difficulties. However, it can also make one neurotic, overly risk-averse, and pessimistic.
So, here are my five thoughts on the conscious mind in martial arts training.
5.) Feed the right wolf: There’s a well-known story about a Native American man telling his grandchild that inside each person there are two wolves at war, one good and one evil.
The child asks, “Which one wins?”
The old man replies, “The one you feed.”
This is a variation on the theme–not so much about good and evil as about positive and negative outlook. In martial arts training there are often competing emotional states. On one hand, there is often anxiety about either being injured or even about the embarrassment of being bested. (Surprisingly, it seems like the magnitude of the latter is often greater than the former.) On the other hand, there is an intense thrill that comes with making progress. For those who don’t understand how martial artists can put themselves through what they do, this is the part for which you’re probably not understanding the intensity of the high. When it clicks and you’re getting it right more often than you previously did, the feeling is transcendent.
So, when one sees either of these two feelings arising, choose the latter. If one notices the anxiety, remind oneself the promise of that awesome feeling of having it fall together.
4.) Scanning for lapses in form: The process of learning a martial art–like any movement art–is repetition of the movements until they become ingrained in one’s procedural memory. Early in the process, this feels clunky as one has to scan for imperfections in form with one’s super-intelligent but slow and cumbersome conscious mind. However, increasingly, the body begins to incorporate these movement patterns and they start to become second nature. The trick is to keep this in the moment and not let one’s thoughts linger on what one just got wrong, or any perceived ramifications of getting it wrong.
3.) Try visualization: This once would have been thought hippie guff, but now it’s entered the mainstream. Of course, the advice from #5 must be kept in mind. When I think of the technique of visualization, I’m reminded of a story that Dan Millman told about a girl that he was coaching in gymnastics. He came to check on her only to find her repeatedly cringing and grimacing. He asked what was going on, and she said she kept falling off the balance beam whenever she visualized her routine. It sounds silly, but attitude is a powerful thing, and I lot of people sabotage themselves in ways not much different from this. It’s your mind, you have the power to do the move perfectly every time, if you take the proper mindset.
2.) Conscious mind as governor of action and agent of trust: The subconscious mind can be feral. As one spars, one has to match speeds with one’s opposition so that learning can take place. While sparring looks reminiscent of fighting, the goal of sparring is learning, whereas the goal of fighting is winning (or–as a minimum in actual combat–not being destroyed.)
This is another role for the conscious mind. It can keep reminders to the fore to keep one’s movement appropriate to the occasion. It can inject an awareness that there’s a relationship of trust rather than warring competitiveness between. That one needn’t respond at the same magnitude that one would under attack.
1.) Dropping the Conscious Mind Out of the Equation: While the conscious mind is critical in the learning process, eventually one must do something that feels uncomfortable, which is shifting subconscious operations to the fore and quieting the conscious mind. Overthinking can be death in tests, competitions, not to mention, I’m told, actual combative situations. At some point you’ve got to have some trust in what you’ve trained to do up to that point. It might fail you, but not necessarily as spectacularly as if you let your conscious run amok, getting caught in a death spiral of self-criticism and futile guesswork.
Since I’ve been watching quite a few muaythai fights recently at the Rangsit Boxing Stadium, I’ve begun to wonder just how useful corner advice is. I know that people think it’s beneficial because it’s done in droves. Not only is the fighter’s trainer trying tell them what to do, but also his parents, his siblings, his granny, and a hundred random people who may or may not have put money on him. It would be interesting to see a scientific study of how fighters performed who tuned everything out between rounds versus those who tried to take in all the advice. I tried to look up whether any such study had been done, but a cursor Google search came up empty.
“Narconomics” is about how drug cartels are taking pages from the playbooks of big businesses like Walmart and Coca-cola. In cases like diversifying into new markets or deciding to collude with a competitor, this might not seem surprising. However, it may come as a shock to find out about the franchising and CSR (corporate social responsibility) practices of drug cartels. Other than being outside access to the justice system, and thus resorting to violence to achieve what contracts, mediators, and courts would do for other businesses, the drug business it turns out is very much a business.
Along the way a secondary story emerges that is just as interesting and even more important. It’s the story of how the drug war makes no sense from the standpoint of economic logic. Destroying fields in South America only makes for poorer farmers because their monopsonistic (i.e. single buyer) market pushes the cost of lost crops back onto them. And because raw product is such a tiny portion of retail price, their destruction has almost no effect on prices at the user end. Furthermore, as more US and European states legalize marijuana, it seems that this will have more of an effect at putting cartels out of business and ending their reign of violence than all the arms shipments and foreign aid for drug enforcement ever had.
The book consists of ten chapters, each of which addresses an area of business practices that have been taken up by the drug cartels. Chapter one is about supply chains, and in the case of cocaine there is a rather long one. The raw product is grown in South America and must be infiltrated into the US—usually through Mexico. (For a while there was a prominent Caribbean route, but it was shut down—at least for a while.) This is where we learn about how the cartels adapt to eradicated crops, as well as how the product is marked up at various stages of the operation.
Chapter 2 is about the decision to compete versus collude. We mostly read about the competition, because in a lawless market competition equals violence. However, over time cartels have been increasingly willing to agree on distribution of territory. Although, there are also clever means to compete unique to criminal enterprises, such as engaging in violence in someone else’s territory to cause the police to crack down there—thus making it harder for said opposition.
Chapter 3 is about human resources, and the different approaches used to handle problems in this domain. In the movies, a drug cartel employee who fouled up always gets a bullet to the brain, but it seems that this isn’t always the case—though it certainly happens. Different countries and regions have differing labor mobility. In some cases, there is no labor mobility. (i.e. if one has a gang’s symbols tattooed all over one’s body, one can’t interview with a rival gang and Aetna sure as hell isn’t going to hire you.)
Chapter 4 is about public relations and giving to the public. One doesn’t think about drug lords engaging in CSR, but in some cases they may be more consistent with it than mainstream businesses. The cartels face an ongoing risk of people informing on them, and at least some of those people can do so without their identities becoming known. Violence is often used to solve problems in this domain, but it can’t do it all. That’s why drug lords build churches and schools, and often become beloved in the process.
Chapter 5 explores “offshoring” in the drug world. This may seem strange, but drug cartels, too, chase low-cost labor. But it’s not just about lowering costs, it’s also about finding a suitable regulatory environment—which in the cartel’s case means a slack one. An interesting point is made that all the statistics on doing business are still relevant to the drug business, but often in reverse. That is, if Toyota is putting in a plant, it wants a place with low corruption, but if the Sinaloa want to put in a facility–the easier the bribery the better.
Chapter 6 describes how franchising has come to be applied to drug cartels—famously the Zetas. The franchiser provides such goods as better weaponry in exchange for a cut of profits. Of course, there’s always a difference in incentives between franchisers and franchisees when it comes to delimiting territory, and this doesn’t always work out as well for drug dealers as it does for McDonald’s franchisees.
While the bulk of the book focuses on cocaine and marijuana, Chapter 7 is different in that most of it deals with the wave of synthetic drugs that has popped up. The topic is innovating around regulation, and so it’s certainly apropos to look at these drugs. If you’re not familiar, there are many synthetic drugs that are usually sold as potpourri or the like. Once they’re outlawed, the formula is tweaked a little. In a way, these “legal highs” may be the most dangerous because no one knows what effect they’ll have when they put the out on the street.
In chapter 8 we learn that the drug world hasn’t missed the online retail phenomena. Using special web browsers, individuals are able to make transactions that are not so difficult to trace. In an intriguing twist, the online market may foster more trust and higher quality product than the conventional street corner seller ever did.
Chapter 9 examines how drug traffickers diversify—most notably into human trafficking. Exploiting their knowledge of how to get things across the border, they become “coyotes.”
The last chapter investigates the effect of legalization, and it focuses heavily upon the effects that Denver’s legalizing marijuana has had in Denver, in the rest of the country, and on the cartels. Wainwright paints a balanced picture that shows that not everything is perfect with legalization. E.g. he presents a couple of cases of people who ingested pot-laced food products intended for several servings, and did crazy stuff. However, the bottom line is that legalization (and the regulation and taxation that comes with it) seems to be the way to go if you want to really hurt the cartels and stem the tide of violence, as well as to reduce the number of people showing up at the ER having ingested some substance of unknown chemical composition.
There is an extensive conclusion, about the length of one of the chapters that delves into the many ways our approach to eliminating drug use is ill-advised and dangerous. This connects together a number of the key points made throughout the chapter.
I found this book fascinating. Wainwright does some excellent investigative reporting—at no minor risk to life and limb. If you’re interested in issues of business and economics, you’ll love this book. If you’re not into business and economics, you’ll find this book to be an intriguing and palatable way to take on those subjects.