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ESP and problem solving   |   Does precognition exist?   |   Problem solving & decision making   |   The precognitive decision maker   |   Develop & utilize precognitive abilities   |   Some anecdotes

Professor John Mihalasky, author of Executive ESP, published by Prentice Hall
Professor John Mihalasky


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     It was stated earlier that precognition is not a mystical origin, but is an energy or information transfer using senses currently not recognizable or known. Therefore, the author believes that everyone has this ability.
     It is thus not a question of "Do I or do I not have precognitive ability?" but "How do I develop the use of the precognitive ability that I have?"
     Precognitive information comes in many forms - dreams at night, day dreams, flashes, hunches, and "gut feelings." The user has to first be aware of these various forms and then be on the lookout for their appearance.
     With precognitive abilities, usage sharpens the talent.
     With executives, it has been found that they believe in precognition, use it, and then build a rationale to justify the idea they used, or the decision they made, so as "not to look foolish."
     Precognitive information is usually obtained concerning a matter in which the problem solver has been deeply and emotionally involved. It also tends to arrive at times when the mind is supposedly resting and not directly thinking about the problem at hand.
     The main point is to accept and use such information. Use it to come up with decisions, solutions, and ideas. There are many engineers and scientists, but the number of those who can come up with good ideas is very small.
     These superior idea generators go over the same hard data that others have gone over, but they must contribute something extra to come up with their ideas. Could not part of this something extra be their ability to gather information through what is loosely called ESP?

The utilization of precognition ability
     Research on precognition ability does not support the idea that this ability is a unique trait. However, it does support the idea that some people have more of this ability, and make better use of it, than others.
     The executive who wishes to avail himself of the ability to use precognition must first understand the nature and form of this phenomenon.
     Precognition is a part of the unconscious process. As such, it is not bound by the usual limitations of space and time.
     When precognition information appears, it can take on varied formats. It can come on while the person is conscious, a form akin to a person talking to himself.
     It can also come when the person is asleep in the form of a dream.
     Sometimes the information comes in a symbolic form. The problem with symbolic information is that it needs to be de-coded,  which means the use of the conscious mind, with all of its biases.
     The ideal condition for the utilization of precognition information is when it does not require a de-coding or interpretation. The interpretation process, which tends to be logical and rational, can rework the non-logical, but incorrect, information.
     An example of getting precognition information is the sudden thought that comes to an automobile driver to take a side road rather than the usual straight and shorter highway. The thought is not heeded, and later on down the highway, the motorist runs into a traffic tie-up.
     In the book My Darling Clementine, Sir Winston Churchill is reported to have "gotten a feeling" that caused him to sit on the side of the car that he never uses. Later on during the auto trip, as the auto was speeding down the road, a bomb exploded, causing the auto to rise up on two side wheels. But due to Churchill's weight, the auto did not turn over but righted itself. Had Churchill not heeded the information that came to him, he would probably have been killed.
     The executives that we studied not only had to be able to recognize the format of precognition information, they had to be prepared to get it any time. For them, this was not an ability that could be controlled to the extent that it could be turned on and off at will.
     Next, the user of precognition information has to have the faith and "guts" to use it. It is necessary to accept the existence of the phenomenon, whether or not the user knows how or why it happens.
     Finally, the "practice makes perfect" rule is invoked. The intuitive decision maker has to build up the habit of using precognition information. It's like oiling a machine until it runs free, or like practicing driving an auto until the routine and reactions become automatic.
     Each decision maker has to test the existence of precognition for himself with an open, positive, mental attitude.
     If you deny its existence, you are in effect repressing it and it will go away.
     We tend, out of fear, to resist anything we do not understand. For ESP abilities to function, we have to overcome that resistance. Interestingly, we found in our research that the best results were achieved when resistance was at a minimum.
     The author has spoken with several individuals who had precognitive abilities, were frightened of them, and had ultimately managed to suppress them. When it was pointed out that the ability, far from being terrifying, could be very useful, a more relaxed attitude resulted and the ability began to return.
     Common sense dictates that in any situation where knowledge is incomplete, the approach should be gentle. This is probably the best advice one can offer concerning precognition. A rabid believer, seeing signs and portents behind every bush, is obviously in danger of gross self-delusion. So take a more gentle approach. Be willing to believe that it exists. Feel that it exists.
     Have the courage to use it. This point is well made in a letter received from the chief executive of a large Chicago corporation:
     "It seems that a massive accumulation of experiences and judgments is brought to bear, but at some point the person is confronted with the unknown and takes a chance, and states his career on an intuitive choice. I would therefore add the quality of courage or guts as a necessary component of ESP."

Barriers to intuition
     Do not expect to get good intuitive action under stressful conditions.
     When test subjects are under stress, the results follow the inverse hypothesis, that is, the dynamic managers who should have scored above chance, did not do so - they scored below chance.
     The first time it happened was when we received the news of President Kennedy's assassination; the test results promptly went haywire. Since then we have noticed that student subjects who have an examination or other stressful experience impending consistently produce inverse results.
     Similarly, you should not expect good results when you are tired or physically under par.
     As a subject in the bio-communications project, the author produced better results in a state of minimum physical and mental fatigue. Precognition tests consistently achieve better results when held early in the day.
     Alcohol may impair precognitive ability.
     We once held a test - on a group of production engineers from a well known pharmaceutical house - after a three martini lunch. Dynamics scored 9.9 average, non-dynamics 9.3. The entire group, in other words, scored below chance. While we cannot with certainty blame the martinis, there is already plenty of evidence of alcohol's effect on mental processes and I would suspect that ESP is no exception.
 
The Dominance Effect
     Lastly, you should probably try not to make intuitive decisions in any environment where you feel yourself to be dominated. If you do, it is possible you may "intentionally" predict the future incorrectly.
     J.B. Rhine, founder of the science of parapsychology, was the first to note the phenomenon of psi-missing - a score of incorrect results so consistent that it is as significant as a high proportion of hits and even begins to look like a deliberate attempt to miss the target.
     Psi-missing is appearing in our test and in a most interesting pattern. Much more work must be done before we can comment with certainty, but in the interim we have named it the dominance effect.
     Basically, it appears that if you are assured of a dominant role in the environment, and have precognitive ability, you will probably score high, almost as if validating the status quo.
     But if your role is a dominated one, you may reinforce the existing hierarchical structure by "deliberately" scoring low.
     We noticed the effect during tests with mixed sex groups. In them we began to find that the dominating sex followed the hypothesis; dynamics scored higher than non-dynamics. But the dominated sex produced a mirror image; dynamics scored lower.
     In another case, executives/owners who were fathers or fathers-in-law dominated their sons and sons-in-law.
     By dominance we do not mean numerical superiority. It might better be termed environmental.
     For instance, attendees at the ladies' night of an engineering society undoubtedly constitute a male dominated group; the organization is run by and for males, and females are present only by invitation and at the pleasure of males. The converse, a female dominated group, might consist of a PTA meeting; the organization is run primarily by and for females.
     We have run tests on such groups. In them, and in others where the environment was discernibly dominated by one sex, the dominance effect was noted. But in groups where the sexes met on an equal footing there was no mirror imaging, or following of the inverse hypothesis.
     In the everyday world we can call "psi-missers"  born losers.
     One executive related to the author how they use their "resident born loser." He was the company treasurer - excellent with figures and with decision making where data was valid and available. However, when a decision had to be made where intuition was called for, this company gave the problem to the treasurer, got his intuitive decision, and then proceeded to do the opposite. The executive relating the story claimed a very high level of success using this method.




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