Decision Making with Hypnotherapy

Short-Term, Tissue-Free Therapy

0decAre you a person who has difficulty making decisions?

When faced with a number of choices, do you freeze or avoid doing anything at all?

Would you like to be more decisive and know that the decision you’ve made is right for you?

Use hypnosis to light the correct path for you.

The process is simple:

  1. Make a single-session appointment that will include the intake and the clearing of your issue (2 hours total).
  2. Gather the information needed to solve the problem, answer the question, or make the decision.
  3. State this information at your session. We’ll ask subconscious mind what the right thing to do is and the answer will be instantly illuminated.

This process involves no outside input or advice on the part of the therapist and is always what your subconscious mind desires.

You’ll be surprised how fast and easy it is to make a decision today! And…

View original post 62 more words

Advancing Nursing Informatics

ANS: Advances in Nursing Science Blog

Our current featured article, available at no cost while it is featured, addresses a theoretical model that advances the independent development of nursing informatics.  The article is titled “The Evolution of Data-Information-Knowledge-Wisdom in Nursing Informatics.” by Charlene Ronquillo, MSN, RN; Leanne M. Currie, PhD, RN; and Paddy Rodney, PhD, RN. Here is their message about this important work  for ANS readers:

Setting out to question one of the foundational theories in nursing informatics was a task we approached with much caution, care and respect, in the paper we have contributed to this journal. The theoretical framework we are

Charlene Ronquillo Charlene Ronquillo

referring to is the data-information-knowledge-wisdom framework, often referred to as DIKW. Exploration of DIKW brought us on a very interesting journey: We delved into the literature from the early years when nursing informatics was first beginning to be established as a field of inquiry and we ended up exploring fields that included management…

View original post 664 more words

Strategic decisions: When can you trust your gut? | McKinsey & Company

agoracampusvirtual

Source: Strategic decisions: When can you trust your gut? | McKinsey & Company

mckinsey.com

Strategic decisions: When can you trust your gut?

Nobel laureate Daniel Kahneman and psychologist Gary Klein debate the power and perils of intuition for senior executives.

For two scholars representing opposing schools of thought, Daniel Kahneman and Gary Klein find a surprising amount of common ground. Kahneman, a psychologist, won the Nobel Prize in economics in 2002 for prospect theory, which helps explain the sometimes counterintuitive choices people make under uncertainty. Klein, a senior scientist at MacroCognition, has focused on the power of intuition to support good decision making in high-pressure environments, such as firefighting and intensive-care units.

In a September 2009 American Psychology article titled “Conditions for intuitive expertise: A failure to disagree,” Kahneman and Klein debated the circumstances in which intuition would yield good decision making. In this interview with Olivier Sibony, a director…

View original post 2,647 more words

How to test your decision-making instincts

agoracampusvirtual

Executives should trust their gut instincts—but only when four tests are met.

One of the most important questions facing leaders is when they should trust their gut instincts—an issue explored in a dialogue between Nobel laureate Daniel Kahneman and psychologist Gary Klein titled “Strategic decisions: When can you trust your gut?” published by McKinsey Quarterly in March 2010. Our work on flawed decisions suggests that leaders cannot prevent gut instinct from influencing their judgments. What they can do is identify situations where it is likely to be biased and then strengthen the decision process to reduce the resulting risk.

Our gut intuition accesses our accumulated experiences in a synthesized way, so that we can form judgments and take action without any logical, conscious consideration. Think about how we react when we inadvertently drive across the center line in a road…

View original post 1,229 more words