Big Think's Top 25 +1 Videos

Mama, Don't Let Your Babies Grow Up To Deny Evolution

If adults want to deny evolution, sure. That’s fine. Whatever. But those adults better not make their kids follow in step because we as society need them to be better. Bill Nye, everyone's favorite Science Guy, explains the importance of promoting evolution education for America's future voters and lawmakers.

My Man, Sir Isaac Newton

Are you at least 26 years-old? If so, you are older than Isaac Newton was when he invented calculus... on a dare! (If you're younger than 26, better hurry up.) Big Think expert and overall cool guy Neil deGrasse Tyson explains why Newton is the greatest physicist who ever and likely will ever live.

Will Mankind Destroy Itself?

Theoretical physicist Michio Kaku sees two major trends today. One eventually leads to a multicultural, scientific, tolerant society that will expand beyond Earth in the name of human progress. The other trend leads to fundamentalism, monoculturalism, and -- eventually -- civilizational ruin. Whichever of these two trends wins out will determine the fate of mankind. No pressure, everyone.

Ricky Gervais on the Principles of Comedy

Comedy isn't just about making people laugh, says actor Ricky Gervais. It's about making people think. And while different forms of comedy require different approaches, the crux of any good performance will always be rhythm.

Reading the Bible (Or the Koran, Or the Torah) Will Make You an Atheist

Author and magician Penn Jillette was asked to leave his Christian youth group by a pastor who told his parents: "He's no longer learning about the Bible from me. He is now converting everyone in the class to atheism." The reason? Jillette did his homework and was turned off by the hostilities of the text. It can be intimidating to come out as an atheist, especially in a religious community. Jillette found that having "out" atheist role models helped him feel unalone.

Henry Rollins: The One Decision that Changed My Life Forever

Punk legend Henry Rollins describes the biggest turning point in his life: the moment he decided to leave his job as manager of a Häagen-Dazs store and eventually become the lead singer of Black Flag. It was the courage to take a risk, plus a whole lot of luck, that got Rollins to where he is today.

5 Programming Languages Everyone Should Know

Java is "heavyweight, verbose, and everyone loves to hate it," but programmer Larry Wall still thinks you should know it. In this video, he offers suggestions for people interested in learning languages, as well as suggestions for those significantly less invested in computer programming.

The Importance of Unbelief

If you assume there’s no afterlife, Stephen Fry says, you’ll likely have a fuller, more interesting "now" life. The actor and comedian details the positive influence philosophers have had on his life, as well as his journey of understanding both what he believes and why he believes it.

Why be happy when you could be interesting?

We don't really want what we think we desire, says philosopher Slavoj Žižek.

James Gleick on the Common Character Traits of Geniuses

This video is part of a series on female genius, in proud collaboration with 92Y's 7 Days of Genius Festival.

The personalities of Isaac Newton and Richard Feynman were, on one level, extremely different. Biographer and former New York Times reporter James Gleick says Newton was argumentative, had few friends, and likely died a virgin. Feynman, on the other hand, loved dancing and going to parties, and had many friends in the scientific community. But in regards to their working habits, both men were solitary and had the ability to concentrate with a sort of intensity that is hard for mortals to grasp. At bottom, Gleick says geniuses tend to have a yearning for solitude which, though fruitful for their professional work, made the task of daily living more burdensome.

The Importance of Doing Useless Things

From poetry and ballet to mathematics and being clever, life is laden with frivolous pursuits that hold no bearing on our ability to survive. Yet, insists Richard Dawkins, if it weren’t for the development of these impractical activities, we wouldn’t be here.

Why monogamy is ridiculous

Dan Savage: the idea that one instance of infidelity should ruin a relationship is a new—and misguided—notion.

Dan Harris: Hack Your Brain's Default Mode With Meditation

Dan Harris explains the neuroscience behind meditation, but reminds us that the ancient practice isn't magic and likely won't send one floating into the cosmic ooze. He predicts that the exercise will soon become regularly scheduled maintenance, as commonplace as brushing your teeth or eating your veggies. Harris, an ABC News correspondent, was turned on to mediation after a live, on-air panic attack. His latest book is 10% Happier: How I Tamed the Voice in My Head, Reduced Stress Without Losing My Edge, and Found Self-Help That Actually Works--A True Story.

How Intellectuals Betrayed the Poor

For 40 years academics were duped into idolizing the idea of unfettered markets, says Cornel West, and now our society is paying a terrible price.

Why Some Races Outperform Others

A psychologist explains the latest research into education disparity.

Why It's So Hard for Scientists to Believe in God

Some scientists see religion as a threat to the scientific method that should be resisted. But faith "is really asking a different set of questions," says Collins.

Why Facebook Isn't Free

Internet pioneer Jaron Lanier argues that free technologies like Facebook come with a hidden and heavy cost – the livelihoods of their consumers.

How to Tell if You’re a Writer

For John Irving, the need for a daily ration of solitude was his strongest "pre-writing" moment as a child.

Your Behavior Creates Your Gender

Nobody is born one gender or the other, says the philosopher. "We act and walk and speak and talk in ways that consolidate an impression of being a man or being a woman."

Are You a Liberal Snob? Take The Quiz

Charles Mrray designed this quiz to have a salutary effect on bringing to people’s attention the degree to which they live in a bubble that seals them off from an awful lot of their fellow American citizens.

Why You Should Watch Filth

John Waters defends the creation and consumption of obscene films, and recommends some of his personal favorites.

What Are You Worth? Getting Past Status Anxiety.

Writer Alain De Botton says that status anxiety is more pernicious and destructive than most of us can imagine, and recommends getting out of the game altogether.

Sheila Heen on the Psychology of Happiness and Feedback

Sheila Heen, a Partner at Triad Consulting Group and a lecturer on Law at Harvard Law School, explains the psychology behind feedback and criticism. Heen is co-author of "Thanks for the Feedback: The Science and Art of Receiving Feedback Well."

Are You a Psychopath? Take the Test.

Psychologist Kevin Dutton presents the classic psychological test known as "the trolley problem" with a variation. Take the test and measure you response on the psychopathic spectrum.

Here's How to Catch a Liar, If You Really Want To

It’s very complex as to whether or not we really want to catch a liar. We think we do. What if we find out that both of our presidential candidates are lying? Then what do we do? I’m not saying they are; I never comment on anyone in office or running for office. Only after they’re out that they’re fair game. . . . Clinton said, "I didn’t have sex with that woman" and then gave her name. "That woman" is putting her at a distance from himself.

Why I Came Out at Age 81

As a teenager in the '40s, James Randi "would have gotten stoned" for being gay. But when he outed himself to the world in 2010, the reaction was "wonderful."

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  • Effective branding can not only change how you feel about a company, it can actually change how your brain is wired.
  • Our new series "Your Brain on Money," created in partnership with Million Stories, recently explored the surprising ways brands can affect our behavior.
  • Brands aren't going away. But you can make smarter decisions by slowing down and asking yourself why you're making a particular purchase.

How Apple and Nike have branded your brain | Your Brain on Money | Big Think

Brands can manipulate our brains in surprisingly profound ways. They can change how we conceptualize ourselves and how we broadcast our identities out to the social world. They can make us feel emotions that have nothing to do with the functions of their products. And they can even sort us into tribes.

To grasp the power of brands, look to Apple. In the 1990s, the company was struggling to compete with Microsoft over the personal computer market. Despite flirting with bankruptcy in the mid-1990s, Apple turned itself around to eventually become the most valuable company in the world.

That early-stage success wasn't due to superior products.

"People talk about technology, but Apple was a marketing company," John Sculley, a former Apple marketing executive, told The Guardian in 1997. "It was the marketing company of the decade."

So, how exactly does branding make people willing to wait hours in line to buy a $1,000 smartphone, or pay exorbitant prices for a pair of sneakers?

Branding and the brain

For more than a century, brands have capitalized on the fact that effective marketing is much more than simply touting the merits of a product. Some ads have nothing to do with the product at all. In 1871, for example, Pearl Tobacco started advertising their cigarettes through branded posters and trading cards that featured exposed women, a trend that continues to this day.

It's crude, sure. But research shows that it's also remarkably effective, even on monkeys. Why? The answer seems to center on how our brains pay special attention to information from the social world.

"In theory, ads that associate sex or status with specific brands or products activate the brain mechanisms that prioritize social information, and turning on this switch may bias us toward the product," wrote neuroscience professor Michael Platt for Scientific American.

Brands can burrow themselves deep into our subconscious. Through ad campaigns, brands can form a web of associations and memories in our brains. When these connections are robust and positive, it can change our behavior, nudging us to make "no-brainer" purchases when we encounter the brand at the store.

Nike storeThamKC

It's a marketing principle that's related to the work of Daniel Kahneman, a psychologist and economist who won the 2002 Nobel Memorial Prize in Economic Sciences. In his book "Thinking Fast and Slow", Kahneman separates thinking into two broad categories, or systems:

  • System 1 is fast and automatic, requiring little effort or voluntary control.
  • System 2 is slow and requires subjective deliberation and logic.

Brands that tap into "system 1" are likely to dominate the competition. After all, it's far easier for us as consumers to automatically reach for a familiar brand than it is to analyze all of the available information and make an informed choice. Still, the most successful brands can have an even deeper impact on our psychology, one that causes us to conceptualize them as something like a family member.

A peculiar relationship with brands

Apple has one of the most loyal customer bases in the world, with its brand loyalty hitting an all-time high earlier this year, according to a SellCell survey of more than 5,000 U.S.-based smartphone users.

Qualitatively, how does that loyalty compare to Samsung users? To find out, Platt and his team conducted a study in which functional magnetic resonance imaging scanned the brains of Samsung and Apple users as they viewed positive, negative, and neutral news about each company. The results revealed stark differences between the two groups, as Platt wrote in "The Leader's Brain":

"Apple users showed empathy for their own brand: The reward-related areas of the brain were activated by good news about Apple, and the pain and negative feeling parts of the brain were activated by bad news. They were neutral about any kind of Samsung news. This is exactly what we see when people empathize with other people—particularly their family and friends—but don't feel the joy and pain of people they don't know."

Meanwhile, Samsung users didn't show any significant pain- or pleasure-related brain activity when they saw good or bad news about the company.

"Interestingly, though, the pain areas were activated by good news about Apple, and the reward areas were activated by bad news about the rival company—some serious schadenfreude, or "reverse empathy," Platt wrote.

The results suggest a fundamental difference between the brands: Apple has formed strong emotional and social connections with consumers, Samsung has not.

Brands and the self

Does having a strong connection with a brand justify paying higher prices for their products? Maybe. You could have a strong connection with Apple or Nike and simultaneously think the quality of their products justifies the price.

But beyond product quality lies identity. People have long used objects and clothing to express themselves and signal their affiliation with groups. From prehistoric seashell jewelry to Air Jordans, the things people wear and associate with signal a lot of information about how they conceptualize themselves.

Since the 1950s, researchers have examined the relationship between self-image and brand preferences. This body of research has generally found that consumers tend to prefer brands whose products fit well with their self-image, a concept known as self-image congruity.

By choosing brands that don't disrupt their self-image, consumers are able not only to express themselves personally, but also broadcast a specific version of themselves into the social world. That might sound self-involved. But on the other hand, humans are social creatures who use information from the social world to make decisions, so it's virtually impossible for us not to make inferences about people based on how they present themselves.

Americus Reed II, a marketing professor at the University of Pennsylvania, told Big Think:

"When I make choices about different brands, I'm choosing to create an identity. When I put that shirt on, when I put that shirt on — those jeans, that hat — someone is going to form an impression about what I'm about. So, if I'm choosing Nike over Under Armour, I'm choosing a kind of different way to express affiliation with sport. The Nike thing is about performance. The Under Armour thing is about the underdog. I have to choose which of these different conceptual pathways is most consistent with where I am in my life."

Making smarter decisions

Brands may have some power over us when we're facing a purchasing decision. So, considering brands aren't going away, what can we do to make better choices? The best strategy might be to slow down and try to avoid making "automatic" purchasing decisions that are characteristic of Kahneman's fast "system 1" mode of thinking.

"I think it's important to always pause and think a little bit about, "Okay, why am I buying this product?" Platt said.

As for getting out of the brand game altogether? Good luck.

"I've heard lots of people push back and say, "I'm not into brands,"" Reed II said. "I take a very different view. In some senses, they're not doing anything different than what someone who affiliates with a brand is doing. They have a brand. It's just an anti-brand brand."

    • Powerful branding can not only change how you feel about a company, it can actually change how your brain is wired.
    • "We love to think of ourselves as rational. That's not how it works," says UPenn professor Americus Reed II about our habits (both conscious and subconscious) of paying more for items based primarily on the brand name. Effective marketing causes the consumer to link brands like Apple and Nike with their own identity, and that strong attachment goes deeper than receipts.
    • Using MRI, professor and neuroscientist Michael Platt and his team were able to see this at play. When reacting to good or bad news about the brand, Samsung users didn't have positive or negative brain responses, yet they did have "reverse empathy" for bad news about Apple. Meanwhile, Apple users showed a "brain empathy response for Apple that was exactly what you'd see in the way you would respond to somebody in your family."

    • For the first time, scientists developed 3D scans of shark intestines to learn how they digest what they eat.
    • The scans reveal an intestinal structure that looks awfully familiar — it looks like a Tesla valve.
    • The structure may allow sharks to better survive long breaks between feasts.

    Considering how much sharks are feared by humans, it is a bit of a surprise that scientists don't know much about the predators. For example, until recently, sharks were thought to be solitary creatures searching the seas for food on their own. Now it appears that some sharks are quite social.

    Another mystery is how these prehistoric swimming and eating machines digest food. Although scientists have made 2D sketches of captured sharks' digestive systems based on dissections, there is a limit to what can be learned in this way. Professor Adam Summers at University of Washington's Friday Harbor Labs says:

    "Intestines are so complex, with so many overlapping layers, that dissection destroys the context and connectivity of the tissue. It would be like trying to understand what was reported in a newspaper by taking scissors to a rolled-up copy. The story just won't hang together."

    Summers is co-author of a new study that has produced the first 3D scans of a shark's intestines, which turns out to have a strange, corkscrew structure. What's even more bizarre is that it resembles the amazing one-way valve designed by inventor Nikola Tesla in 1920. The research is published in the journal Proceedings of the Royal Society B.

    What a 3D model reveals

    Video: Pacific spiny dogfish intestine

    According to the study's lead author Samantha Leigh, "It's high time that some modern technology was used to look at these really amazing spiral intestines of sharks. We developed a new method to digitally scan these tissues and now can look at the soft tissues in such great detail without having to slice into them."

    "CT scanning is one of the only ways to understand the shape of shark intestines in three dimensions," adds Summers. The researchers scanned the intestines of nearly three dozen different shark species.

    It is believed that sharks go for extended periods — days or even weeks — between big meals. The scans reveal that food passes slowly through the intestine, affording sharks' digestive system the time to fully extract its nutrient value. The researchers hypothesize that such a slow digestive process may also require less energy.

    It could be that this slow digestion is more susceptible to back flow given that the momentum of digested food through the tract must be minimal. Perhaps that is why sharks evolved something so similar to a Tesla valve.

    What is Tesla's valve doing there?

    Above, a Tesla valve. Below, a shark intestine.Credit: Samantha Leigh / California State University, Domi

    Tesla's "valvular conduit," or what the world now calls a "Tesla valve," is a one-way valve with no moving parts. Its brilliance is based in fluid dynamics and only now coming to be fully appreciated. Essentially, a series of teardrop-shaped loops arranged along the length of the valve allow water to flow easily in one direction but not in the other. Modern tests reveal that at low flow rates, water can travel through the valve either way, but at high flow rates, the design kicks in. According to mathematician Leif Ristroph:

    "Crucially, this turn-on comes with the generation of turbulent flows in the reverse direction, which 'plug' the pipe with vortices and disrupting currents. Moreover, the turbulence appears at far lower flow rates than have ever previously been observed for pipes of more standard shapes — up to 20 times lower speed than conventional turbulence in a cylindrical pipe or tube. This shows the power it has to control flows, which could be used in many applications."

    A deeper dive

    Summers suggests the scans are just the beginning. "The vast majority of shark species, and the majority of their physiology, are completely unknown," says Summers, adding that "every single natural history observation, internal visualization, and anatomical investigation shows us things we could not have guessed at."

    To this end, the researchers plan to use 3D printing to produce models through which they can observe the behavior of different substances passing through them — after all, sharks typically eat fish, invertebrates, mammals, and seagrass. They also plan to explore with engineers ways in which the shark intestine design could be used industrially, perhaps for the treatment of wastewater or for filtering microplastics.

    It could fairly be said, though, that Nikola Tesla was 100 years ahead of them.

    • Zoos present a dilemma. On the one hand, they benefit conservation and research; on the other hand, placing animals (particularly intelligent ones) in captivity is ethically questionable.
    • The more we learn about animals — especially how advanced or intelligent they are — the louder the debate will grow surrounding their captivity.
    • Could zoos of the future feature realistic robots in place of animals?

    How robots could end animal captivity in zoos and marine parks | Just Might Work

    In 1842, the Zoological Society of London opened up the doors to London Zoo to a very special guest: Queen Victoria. London Zoo is the oldest scientific zoo in the world, and the Zoological Society was anxious to see what the most powerful person in the world was to make of their rhinos, elephants, and quaggas (a species of zebra, now extinct). It did not go well.

    While most of the tour went swimmingly, it all turned sour when Queen Victoria saw Jenny, the orangutan. This huge and hulking beast, one of the most intelligent of the primates, was the first of its kind to be seen in Europe. As Victoria saw Jenny's deliberate movements and her remarkable range of expressions, the Queen found her "frightful, painfully, disagreeably human." Victoria was quite okay to see herd animals and tiny critters, but the prospect of large, intelligent life caged up for her amusement? She was not amused.

    The argument against zoos

    Queen Victoria's qualms are not uncommon. Zoos make many of us uneasy. No matter how shiny a ribbon we put on it, ultimately we go to the zoo to derive pleasure from the captivity of animals that were never meant to be behind bars. No matter how large a lion's enclosure, how regularly the penguins are fed, or how attentively a sick giraffe is tended, the fact is that we go to zoos to enjoy the show animals provide us. We reduce them to objects for our enjoyment.

    It seems that most people only go to the zoo because it's a fun day out — sort of like an amusement park, except the animals are real rather than teenagers in giant costumes. Few seem to go for a truly educational experience. Instead, they gawp and point.

    Philosophers such as Aristotle and David Hume long argued what modern science needed very little effort to prove: animals think and feel. Monkeys experience pain, wallabies nurture their young, and stoats can lay traps for their prey. There is intelligence, sentience, and emotion in the animal world. Is it ethical to lock up creatures like this?

    The argument for zoos

    However, most zoos today, especially in the developed world, function as massive, well-funded centers for research. Furthermore, they do educate and inspire generations of new conservationists and zoologists, even if that's a small minority of the customers who attend.

    Zoos also do their best to minimize the pain and death of their animals, a rather tangible benefit that these animals would not receive in the wild. In a zoo, a zebra gets hay on the menu; in the wild, the zebra itself is on the menu. Maybe captivity isn't so bad, after all.

    The biggest and most reputable zoos and aquariums in the world collectively fund over 2500 conservation projects across more than 100 countries to the tune of $160 million, providing experts with the cash they need to do their work. It would be naïve to suggest that the sheer scale of this could be matched by public service announcements or well produced viral videos, alone. In this light, could zoos be seen as the lesser of two evils — a form of collateral damage for the greater good?

    This same logic applies to the repulsive idea of trophy hunting. While most of us are horrified, is it not objectively true that if some rich guy pays hundreds of thousands of dollars to a lion conservation project, would that not save far more lions in the long run than the one lion he goes on to shoot?

    Robot zoos

    The issue that we are faced with today is the same one that Queen Victoria called out in 1842. The more we learn about animal intelligence, the worse we feel about keeping them in zoos. This is particularly true for mammals like primates, dolphins, and whales.

    There may be a solution. A company in California created a robot dolphin so realistic that visitors did not know they were watching a robot. (See video above.) Could something like this keep the upside of zoos while eliminating the downside?

    Jonny Thomson teaches philosophy in Oxford. He runs a popular Instagram account called Mini Philosophy (@philosophyminis). His first book is Mini Philosophy: A Small Book of Big Ideas.

    This article was originally published on Big Think Edge.

    Problem-solving skills are in demand. Every job posting lists them under must-have qualifications, and every job candidate claims to possess them, par excellence. Young entrepreneurs make solutions to social and global problems the heart of their mission statements, while parents and teachers push for curricula that encourage critical-thinking methods beyond solving for x.

    It's ironic then that we continue to cultivate habits that stunt our ability to solve problems. Take, for example, the modern expectation to be "always on." We push ourselves to always be working, always be producing, always be parenting, always be promoting, always be socializing, always be in the know, always be available, always be doing. It's too much, and when things are always on all the time, we deplete the mental resources we need to truly engage with challenges.

    If we're serious about solving problems, at work and in our personal lives, then we need to become more adept at tuning out so we can hone in.

    Solve problems with others (occasionally)

    A side effect of being always on is that we are rarely alone. We're connected through the ceaseless chirps of friends texting, social media buzzing, and colleagues pinging us for advice everywhere we go. In some ways, this is a boon. Modern technologies mediate near endless opportunities for collective learning and social problem-solving. Yet, such cooperation has its limits according to a 2018 study out of Harvard Business School.

    In the study, participants were divided into three group types and asked to solve traveling salesman problems. The first group type had to work on the problems individually. The second group type exchanged notes after every round of problem-solving while the third collaborated after every three rounds.

    The researchers found that lone problem-solvers invented a diverse range of potential solutions. However, their solutions varied wildly in quality, with some being true light bulb moments and others burnt-out duds. Conversely, the always-on group took advantage of their collective learning to tackle more complex problems more effectively. But social influence often led these groups to prematurely converge around a single idea and abandon potentially brilliant outliers.

    It was the intermittent collaborators who landed on the Goldilocks strategy. By interacting less frequently, individual group members had more time to nurture their ideas so the best could shine. But when they gathered together, the group managed to improve the overall quality of their solutions thanks to collective learning.

    In presenting their work, the study's authors question the value of always-on culture—especially our submissiveness to intrusions. "As we replace those sorts of intermittent cycles with always-on technologies, we might be diminishing our capacity to solve problems well," Ethan Bernstein, an associate professor at Harvard Business School and one of the study's authors, said in a press release.

    These findings suggest we should schedule time to ruminate with our inner geniuses and consult the wisdom of the crowd. Rather than dividing our day between productivity output and group problem-solving sessions, we must also create space to focus on problems in isolation. This strategy provides the best of both worlds. It allows us to formulate our ideas before social pressure can push us to abandon them. But it doesn't preclude the group knowledge required to refine those ideas.

    And the more distractions you can block out or turn off, the more working memory you'll have to direct at the problem.

    A problem-solving booster

    The next step is to dedicate time to not dealing with problems. Counterintuitive as it may seem, setting a troublesome task aside and letting your subconscious take a crack at it improves your conscious efforts later.

    How should we fill these down hours? That's up to you, but research has shown time and again that healthier habits produce hardier minds. This is especially true regarding executive functions—a catchall term that includes a person's ability to self-control, meet goals, think flexibly, and, yes, solve problems.

    "Exercisers outperform couch potatoes in tests that measure long-term memory, reasoning, attention, problem-solving, even so-called fluid-intelligence tasks. These tasks test the ability to reason quickly and think abstractly, improvising off previously learned material to solve a new problem. Essentially, exercise improves a whole host of abilities prized in the classroom and at work," writes John Medina, a developmental molecular biologist at the University of Washington.

    One such study, published in the Frontiers in Neuroscience, analyzed data collected from more than 4,000 British adults. After controlling for variables, it found a bidirectional relationship between exercise and higher levels of executive function over time. Another study, this one published in the Frontiers in Aging Neuroscience, compared fitness data from 128 adults with brain scans taken as they were dual-tasking. Its findings showed regular exercisers sported more active executive regions.

    Research also demonstrates a link between problem-solving, healthy diets, and proper sleep habits. Taken altogether, these lifestyle choices also help people manage their stress—which is known to impair problem-solving and creativity.

    Of course, it can be difficult to untangle the complex relationship between cause and effect. Do people with healthy life habits naturally enjoy strong executive functions? Or do those habits bolster their mental fitness throughout their lives?

    That's not an easy question to answer, but the Frontiers in Neuroscience study researchers hypothesize that it's a positive feedback loop. They posit that good sleep, nutritious food, and regular exercise fortify our executive functions. In turn, more potent executive decisions invigorate healthier life choices. And those healthy life choices—you see where this is going.

    And while life choices are ultimately up to individuals, organizations have a supportive role to play. They can foster cultures that protect off-hours for relaxing, incentivize healthier habits with PTO, and prompt workers to take time for exercise beyond the usual keyboard calisthenics.

    Nor would such initiatives be entirely selfless. They come with the added benefit of boosting a workforce's collective problem-solving capabilities.

    Live and learn and learn some more

    Another advantage of tuning out is the advantage to pursue life-long learning opportunities. People who engage in creative or problem-solving activities in their downtime—think playing music, puzzles, and even board games—show improved executive functions and mental acuity as they age. In other words, by learning to enjoy the act of problem-solving, you may enhance your ability to do so.

    Similarly, lifelong learners are often interdisciplinary thinkers. By diving into various subjects, they can come to understand the nuances of different skills and bodies of knowledge to see when ideas from one field may provide a solution to a problem in another. That doesn't mean lifelong learners must become experts in every discipline. On the contrary, they are far more likely to understand where the limits of their knowledge lie. But those self-perceived horizons can also provide insight into where collaboration is necessary and when to follow someone else's lead.

    In this way, lifelong learning can be key to problem-solving in both business and our personal lives. It pushes us toward self-improvement, gives us an understanding of how things work, hints at what's possible, and, above all, gives us permission to tune out and focus on what matters.

    Cultivate lifelong learning at your organization with lessons 'For Business' from Big Think Edge. At Edge, more than 350 experts, academics, and entrepreneurs come together to teach essential skills in career development and lifelong learning. Heighten your problem-solving aptitude with lessons such as:

    • Make Room for Innovation: Key Characteristics of Innovative Companies, with Lisa Bodell, Founder and CEO, FutureThink, and Author, Why Simple Wins
    • Use Design Thinking: An Alternative Approach to Tackling the World's Greatest Problems, with Tim Brown, CEO and President, IDEO
    • The Power of Onlyness: Give Your People Permission to Co-Create the Future, with Nilofer Merchant, Marketing Expert and Author, The Power of Onlyness
    • How to Build a Talent-First Organization: Put People Before Numbers, with Ram Charan, Business Consultant
    • The Science of Successful Things: Case Studies in Product Hits and Flops, with Derek Thompson, Senior Editor, The Atlantic, and Author, Hit Makers

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