The Artful Negotiator - Vol. 1, No. 2

The Artful Negotiator
Logos Training Bulletin - Volume 1, No.2, February 19, 1999

New Discoveries and Comments on 'Slow Time' Decision Making

contributed by Julian Gresser

To: LogosNet Members
From: Julian Gresser
Re: New Discoveries and Comments on 'Slow Time' Decision Making

Yesterday, qigong master, Ken Cohen and I jointly conducted a program through the Logos Radio show on the theme of "Finding Balance - 'Slow Time' as a Martial Art." I learned a lot from working with Ken, and I thought you might find this record of some of the key points useful.

Fast time (unconscious) decision making presents a particularly difficult problem because it is habitual-we have become habitually accustomed to stress. Ken's essential point is that we can learn to reclaim voluntary control over our internal physiological reactions to these external stressful events.
For me it is very helpful to view slow time as the basic default mode-a recharging-refueling station on the road of life that one drops into for fun at any time.
I believe it is important to view slow time as a form of effective decision making. We have much more choice and dominion over this sphere of our life than we imagine.
A key idea is that slow time is quite contrary to what many busy people suppose it to be: a luxury, an indulgence, even a waste of time. Actually, as the cases in the Training Bulletin suggest, it is perhaps the most powerful means available to us to help us refocus on what is truly essential.
From this perspective mission becomes all the more important. When our mission is crystal clear, we can triage irrelevant or time wasting things ( energy vampires), and focus deeply on what is really important,instead of what appears urgent.
The more we can slow down, the more time we realize we have. Our focus opens. In the beginning it seems that we have to allocate space for slow time, but then, gradually, we find there is ample space-indeed in virtually every moment there is far more space than we ever imagined! The practice of presence is really the practice of slow time.
Sometimes I am finding I derive so much refueled energy from slow time practice, I almost don't know what to do with the energy! Ken Cohen reports that some of his students have the experience of feeling like a " moving mountain." This fantasy is not altogether helpful, because there is a danger of becoming inflated and grandiose in the practice. To restore balance and perspective Ken recommends immediately taking a walk in nature and reconnecting to her overwhelming, overpowering beauty. ( See Principle of Beauty in the Artful Navigator)
Recently I have had two cases which raise slow time issues. In the first, a broker has been giving me the run-around. I have been very impressed with this broker and wanted to work with him. So I was very predisposed to act on impulse, and ignore all the warning signals. The Voice of Impulse said keep calling him. But then I decided to drop into slow time. A different voice said to me, "Why waste your time with people who treat you badly? If they treat you this way before you are even their client, how careful will they be with your money?" The voice was right. I have put this negotiation into deep slow time and am enjoying doing nothing at all.
In a second case a group of partners I have helped on an unrelated matter in the past have had a serious falling out. There was a coup and now they are at each other's throats. The lesson of the case for all members who are in business partnerships is this: If you have differences with your partner(s) take it easy, be gentle, raise your concerns steadily, paying attention to timing. If possible, avoid coup d'etats in start up companies. It will engender such bitterness that it can easily destroy the venture. The vessel is simply too fragile. Even if the president or CEO is far from perfect (who isn't?), be patient, try to work out the differences EARLY. I recommend bringing in an alliance mediator BEFORE the differences become acute, because by this slow time move you have an opportunity to transform significant differences into opportunities for your partnership or alliance. In alliances differences drive innovation. In the specific case of the partnership, the parties rushed impulsively to a radical and fast (and very painful) solution by terminating the president, and are now they are rueing their actions.

The real power of LogosNet will be unleashed when, as we roll along, we can reinforce each other's victories. So please let us know when you score - and if you discover any connection to slow time in your play. Then we can raise a glass and give a toast to you and all sweet success.