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Scientology Outside of the Church Podcast
SE10EP26 - Present Time Problems and Sudden Shift in Attention
What happens when your attention is constantly hijacked by media crises, social media notifications, and an endless stream of information demanding immediate reaction? This thought-provoking episode explores the powerful Scientology concept of "sudden shifts of attention" and how they create genuine pain and problems in our daily lives.
We dive deep into the mechanics of present time problems - those opposing forces that drain your energy and creativity when left unresolved. When your focus is abruptly pulled in unexpected directions without warning, it creates mental pain and compounds feelings of overwhelm. Today's digital landscape has weaponized this phenomenon, bombarding us with crisis narratives specifically designed to trigger emotional responses.
The fascinating exploration reveals how problems consist of "a postulate, counter-postulate, with some mass in the middle," and why unknownness makes problems particularly sticky. Media manipulation capitalizes on this by manufacturing uncertainty and forcing constant attention shifts. Whether you believe mainstream narratives or reject them, you're still being pushed into a reactive state - a brilliant mechanism designed to affect everyone regardless of perspective.
Beyond theory, we offer practical guidance for breaking free from this cycle. Learn how to identify sudden shifts in your attention, examine problems thoroughly to reduce their apparent size, and use a gradient approach to problem-solving that prevents paralysis. The transformative insight? Even solving one seemingly small problem can dramatically increase your capability and emotional state, creating momentum for tackling larger challenges.
As you develop skill in handling your own problems, you'll gain greater understanding toward others facing similar challenges, expanding your creativity and life satisfaction. The ultimate measure of progress is simple: if you don't feel creative, unaddressed present time problems are likely affecting you.
Ready to reclaim your attention and solve the problems that truly matter? This episode provides the roadmap for doing exactly that.
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Hi and welcome to another Scientology Outside of the Church podcast brought to you by ao-gporg and the College of Independent Scientologycom, our online course room and social platform for AOGP. I'm here with Arthur Mudakis and we are going to do season 10, episode 26,. 145, I believe, 145th podcast, past approaching 150. It's pretty impressive. What's that?
Speaker 2:That's pretty impressive.
Speaker 1:Yeah, yeah, it's some ridiculous number of hours too as far as the total. I forget what it is, but it's getting up there. We're going to talk about present time problems and sudden shifts of attention. This is going to be an interesting one, I think, regarding these two things. So this is based off of the St Hill Special Briefing Course, lecture 47, back in 1961, in August of 1961, where LRH is talking about present-time problems and rudiments and how they stop a pc from having reads because of problems. So I thought it'd be interesting to talk about what this has to do with our current environment and digital information and what it does to people and how you can resolve it. What do you think of that, arthur?
Speaker 2:Yeah, I think that's good, because it's very necessary to look at these things a little more seriously, I believe, and I think also with open eyes as well, in a because I think, um, I think it's quite easy to slip into just normality and these present time problems are running in the background and not recognize that there is something going on for you, and then you're struggling to wonder why you're not progressing. But then this culture also makes it so comfortable and there's just so many things going on in the background that we just overlook. And and that's what I mean by you know, having a look at things with your eyes open, in a sense and I'm not talking conspiracy, but actually you know what's actually going on in your world and your immediate surrounds.
Speaker 1:Yeah, well, you know what is the problem. The problem is a postulate, counter postulate, with some mass in the middle of it, and that problem sticks when you have an unknownness about that problem. What's unknown and this is a really interesting aspect of it is that if it's unknown, how do you know about it? How do you get the information, especially if you're getting the information from what may or may not be a reliable source and we've talked about this in other podcasts. You know, with the media and things like that, but there's just so many different, disparate sources of unknownness where if you, if you didn't, you didn't have any input from other places, you'd have a lot less unknownness. You know, if you were out in the woods by yourself, you know camping or something like that. You have a lot less unknownnesses because what's there is there instead of what you're being told, but you don't have all of the information. There's an unknownness to it.
Speaker 2:Well, I don't know if you've heard, here in Australia there's a big cyclone that was predicted to come up the north. Yeah, and they did full lockdown measures like they did at COVID. But what was interesting I found and I don't know if I'm right or wrong, this is just my own perspective towards it but normally when they do cyclones here in Australia they use women's names, whereas this time they use a man's name, which I thought was really interesting when they named it and it was out in the ocean somewhere, and so everybody just went crazy, went full lockdown. And the funny part is the north part of australia gets, you know, cyclones, not regularly, but it happens regular enough to say, all right, some preparation should be needed, and so far nothing's happened.
Speaker 2:A lot of rainfall, don't get me wrong, but as far as the cyclone itself ripping through. So people have gone bonkers, just buying, buying, buying in preparation for a disaster, and so they should, but at the same time, yeah, nothing right. Well, you know. So the present time problem was, by the word. It wasn't something that actually occurred, right, it was the intention and a future projection that created a present-time problem.
Speaker 1:Yeah, problem reaction solution. You give them a problem and say, hey, it's this, and they're like, oh my God, we've got to buy, we've got to buy, we've got to do this, we've got to do that, say it's going to be the worst thing ever. It seems to me, especially with weather-related things, that it's been a wag the dog kind of a thing, things that it's been a wag the dog kind of a thing, where they started naming storms in the united states, winter storms and and usually they're female names. But sometimes, you know, like hurricanes, they do them alphabetically and they can be a man or a woman's name. But uh, yeah, you know it's, it's interesting that you know these things. It's almost like a holiday, christmas or something like that. You know, to get people to go out and spend more money is the way that it seems. But that's, you know, it's that unknownness. That's what's capitalized off of. Is that unknownness that creates that problem? What is not known about it? Oh my God, oh my God. And you got this counter intention.
Speaker 1:Now this comes down to what LRH was talking about, about what causes pain. He says what causes pain is if somebody comes up and pokes you in the back with a pen while you're looking in the other direction. There's this sudden shift of attention because your attention is on one thing and there's this other thing that comes to. It, comes at you from another direction and that causes pain because it was unpredicted. And so when you look at problems and sudden shifts of attention, most problems manifest in a sudden shift of attention. It's not like it's on the calendar oh, the transmission's gonna go out, or the battery died, alternator's out, or anything. There's no prediction to these things and without prediction you have a sudden shift of attention that turns it into pain. And now you have a problem from an unknown quarter. And once you find out the reason for the problem the alternator, the battery or whatever now you you know the correct why opens the door to a handling or a solution. Yep, that's you know. That's where it's interesting, where you can get the information. You don't have a problem for as long if you understand what the source of it is.
Speaker 1:Now this comes to the grade chart, as well as to what the source of things are round about, ot3, where you start getting to getting down to being able to find accurate source instead of being knocked around by your case. It's saying this or that, or you know, dubbing in all these things, the voices in your head telling you what things are, whatever they get in the way of you actually finding the right solution. So in order to handle a problem, you have to look at okay, what are the vectors, what are the angles of what's coming in, what the problem is. So if you sit down, you look at it and go, okay, well, this is coming from this, it's coming. Okay, well, there's this coming from this, it's coming from this, it's coming from this, or it's just coming from this particular thing. What are the unknownnesses about that? And you can write them down and go, okay, these are things I don't know about this. Okay, how can I find out? Sometimes you can't find out okay, but it helps handle.
Speaker 2:But even if you can't find out, at least you know you can't find out. So that's still, that's still a knowingness there, isn't it, if there's something you can't find out?
Speaker 1:yeah, you know, we've talked about that a lot. You know certain things you're never going to know. But the things you're never going to know don't supersede the phenomena of the human mind. Sure, you know you can say, well, this happened because of this particular overt or this particular motivator or whatever. And you, you don't have the actual data, but you do have the phenomena itself to explain it. And it's sometimes that's all you're going to get.
Speaker 1:You know some answers aren't attainable for one reason or another, but at least that handles the sudden shift of attention when you understand the manifestation and the phenomena, yep, yep. So you can at least have that. And that's the thing is, is it may not be 100% solace on the whole thing, but you at least understand the mechanisms of it. And the only way, the only way, to clean yourself up on it is is to handle your you know what's your own responsibility is in the area and look at it and go, okay, I've got, I've got this much of the information, and that handles the sudden shift of attention. Especially when you get blindsided by something, you go, okay, was that a motivator? What was it? Was it something I created? Was I there? Was I communicating? That type of thing.
Speaker 1:So once you spot the sudden shift of attention, it should blow Okay, when did that happen? And you can spot the oh, it should blow. Okay, when did that happen? And you can spot the oh, it was that. Okay, now we got that. Now we can look at the problem. Now we can look at the opposing postulates and then you can dissect it there. Okay, what's the counter postulate or what's the appearance of the counter postulate? And then look at your own and then go okay, you know, now you've got some understanding of, maybe even you know could do a doubt condition too. You know which side here, what's the best side to be on, and you can un-mock it that way too.
Speaker 1:Another way to do it with a problem is is problems of comparable magnitude. If you mock up problems greater than the problem that you have, it makes the problem that you have seem much, much smaller To where you go. Okay, this is something I can handle. I can spot where it was that the shift of attention was. That makes it painful. I can handle, I can spot where it was that the shift of attention was that makes it painful. And once you have that, then you have some sort of a solution because the problem stops a person's OCA, their personality test, from improving if they have a problem, or problems going on because their rudiments are out.
Speaker 2:Okay, so from listening to the lecture, what was it about you wanting to talk about this one in particular?
Speaker 1:What was it that struck you about? It is that a lot of the things that are on people's minds. Like you get in the car and you listen to the radio and it's sudden shift of attention the stock market is down 800 points. Sudden shift of attention, president Trump says we can't rule out a recession and the stock market plummets. There's this sudden shift of attention and then the next day, 24 hours later, it's sudden shift of attention. 24 hours later, sudden shift of attention, you know, in the news cycle type of a thing. And so people are paralyzed by all of these unknownnesses other than what they're being told, which more often than not isn't true, because it's a wag the dog type of a situation.
Speaker 1:You know why a president would say we can't rule out a recession. That's the last thing, the last thing you want to have a president say, you know, because they want to. I mean, it's obvious, because they, they, they want a recession. Because if there is a recession, well then the people that have the, the, the wealthy, that have the money can then go out and buy stuff at fire sale prices, because because the demand is so far down and now they own a larger percentage of real estate or businesses or whatever, because the value has gone down due to a recession. You know, this is this shift of attention. Yeah, and then you get the group of people.
Speaker 2:That's interesting, yeah, and the amount of reactiveness involved as well on decisions just based on what's what's being said, um is, is incredible, but it's. It's funny as well, um, because I got a mate of mine up in queensland at the moment and um, and he's, he's just watching everybody go mad. And you know he calls me in the mornings and he's like oh, you know it's been raining a bit, but he's like, dude, everybody's just going crazy. He's like I've gone for a walk to the gym and the gym's closed and he goes I go to the beach for a swim and I'm the only one on the beach. It's just things like that.
Speaker 2:But then also as well, like from my end, personally, I can't handle the news anymore and the only time I sort of listen to the news is when I'm working and I'm driving in my car. I'll have the radio on and of course, the news will come in and I can't handle it. And the funny thing is I've actually switched cars at the moment and the radio is broken in the car I'm driving at the moment and it's just complete silence. And the funny thing is, whether I hear it or not, nothing changes. Yeah, nothing changes. Nothing changes. Everything still continues as it did.
Speaker 2:But the only thing that does change is my attitude when I hear certain things on the radio, because I hear agendas getting pushed that I strongly disagree with. There's a lot of agendas being pushed that I strongly disagree with. There's a lot of agendas being pushed that I really disagree with in the Western Australia, western civilization, and it just frustrates me. And so if I listen to the news, it makes me angry, like the amount of times I've yelled at my radio just shut the f up. Like just the garbage that comes out of these people's mouths. I just think, are we this way? Are we really this below our moral code? Like it's insane.
Speaker 2:And then if I don't listen to it, I don't know, I'm just happy driving along, I'm bored, like I'm a lot more bored, I'm less entertained without the news, but oh man, it's, it's crazy, yeah. And so even just that, like, like just listening to it and my perspective towards the themes that I hear on the news, it it does get me, it makes me very reactive, and then it kind of caters for everyone. So it caters for me, people like me that really don't put much faith in the news, but then those that do put faith into the news, it makes it reactive for them as well. So they've pretty much taken both sides of the coin. So it doesn't matter which side of the fence you're on, you're going to be reactive no matter which way. Whether you agree to what you hear or whether you disagree with what you hear, you're still going to get a reaction from it. So now that we're discussing it, it's quite clever really reaction from it.
Speaker 1:So now that we're discussing it, it's quite clever really, yeah, really clever. Yeah. Ellery says you know it's not. You know, in in dianetics in book one, he was saying you know it's the, the sonic, the audio, you know that is aberrative to the pc. And then later on, about 10 years later, he talks about, he says it's not. It's not the audio so much as it is the force of an engram.
Speaker 1:That's there, the force, and that's the suddenness, the sudden shift of attention, and that's knocking a person off of something that they're doing or where they're going, or you know whatever vector it is. And when you have that force, you know in the news COVID, covid, covid, covid, covid, covid, covid, covid, covid, covid. You know, you know it's that that the, the Goebbels thing from the Nazi era was. You know, the more often you repeat a lie, the more people believe it, because there's this force behind it. So you get this sudden shift of attention which causes pain. Oh my God, there's a cyclone coming. We can't go outside. Cyclone, cyclone, cyclone, cyclone, cyclone. You know, or bring it down to the micro and people that you're around and what they're affected by, even if you don't listen to the radio and people that you're around and what they're affected by, even if you don't listen to the radio, and you see their behaviors. Maybe they mentioned something and they don't mention. They heard it from some source. But I mean as much as people look at their phones and you see them looking at their phones I mean, you know, there's just this immediate. It's like they're on an IV drip of information, whether it's from their friends who are being affected by this sudden shift of attention. You know, and it's almost like there's this, this group agreement, that this is going to be painful, this cyclone is going to be horrible. I mean, they were doing that with these hurricanes, uh, a few months ago in the U S, you know, bearing down on Tampa Florida, blah, blah, blah, blah, blah, blah, blah, and it was a non-event. It was a non-event. They'd had worse hurricanes and nobody made a big deal of it. It was just, yeah, you know, but instead it's you, and you see this more and more and more in society. How the shift of attention, it's not just a shift of attention, but it's so many sudden shifts of attention this, the economy, the weather, the, this, the, that, boom, boom, boom, boom. And this turns into a force which gets people to a point of almost catatonia where they, they, you know the dangerous environment thing, catatonia where they, you know the dangerous environment thing kicks in and it's you know.
Speaker 1:Oh, I had this interesting event happen after I left the gym. I walk six kilometers, 4.1 miles home from the gym every time I go to the gym, 4.1 miles home from the gym every time I go to the gym. And I went in to get a I forget what. It is one of the big waters that I get from the grocery store, from Woolworths, and I told the lady, I tapped on it and I said this is my companion from my walk home to Walmart. And she goes Walmart, you know, almost like clutching her pearls, walmart. It's like, yeah, and she was just that's just dangerous, you know. And then you go.
Speaker 1:So where, where'd you get that datum? Well, everybody knows that it's dangerous out there. You're going to be walking in the dark. Yeah, yeah, yeah, you know, yeah, and you know, granted, you know it's South Africa, but it's the best side of town type of a thing. But I mean there was just this immediate. I mean there was a sudden shift of attention. You don't want to do that. Capital letters, yes, you know, and that's a sudden shift of attention, that's that manifestation where somebody has been fed this information and they're like, oh no, you can't do that. You know how dangerous that is. And so then you buy into you, you buy into it, type of a thing. And I didn't buy into it because I saw what was happening and nothing, nothing goes wrong, but it's. It's that again, that's reactivity, that's reactivity and the. You know, the next time I go in well, I'm glad you're still alive I was worried about you, you know, the next time I'm going well, I'm glad you're still alive I was worried about you, you know, really, really you know what I mean.
Speaker 2:Yeah, if we get that sort of thing here as well.
Speaker 1:Yeah, yeah, you know, if I don't see him again, I'll know what happened. Wow, wow, yeah.
Speaker 2:So you know that, that, that that's on the conversations you know yeah, and that's that's more.
Speaker 2:On a macro level, like um, like that creates waves in a community, um, like I haven't heard much about the ukraine war. I haven't heard much about the gaza, what's going on over there, but I'm hearing about this cyclone, and then I'll hear about how Australia hates Donald Trump, and I'll hear about all these things that are kind of irrelevant versus what's actually relevant, which I find interesting as well. Right, when the Ukraine war started, australia boycotted Russian products. You know what I mean. Like you'd go to a local pub and they'd stop selling vodka because they were protesting towards russia. You know just all these real weird crazy things. But since then, nothing. And that was what a year ago, um, and it's still going, and that's that's the insane thing. But then that's all macro stuff. But then what about more micro stuff, like one actual problems in somebody's personal life?
Speaker 1:Mm-hmm.
Speaker 2:Yeah, like actual real problems to the individual.
Speaker 1:Mm-hmm.
Speaker 2:Well you know it's like Issues with a home, issues with abuse, issues with their own anxieties, issues with money, romance, all those kinds of things.
Speaker 1:Mm-hmm. Well it's, you know, on the micro, the micro, you know it's, it's. It's still a sudden shift of attention. You know the and and the unknownness to that sudden shift of attention. What was that? You know type of a thing. So you know you have to.
Speaker 1:You have to look at it and go, okay, my postulate is to survive. Okay, so what? So what is it that's preventing my survival? And that's a force-counterforce type of a thing. And you write down the counterforces and you go, okay, now here's the problem. Okay, so what do I do to resolve that supposed problem? You know, if it's in an auditing session, oh, I left the iron on and it might burn the house down. Well, you need the PC to go home and turn off the iron so you can get on with the session.
Speaker 1:It's the same thing. You have to look at the problems and handle them from the order of what is the most handleable. It's not just what's the biggest problem always, but it's what is the most handleable. Because you can handle six handleable problems as if they were incomplete cycles of action because they really are and get those out of the way, you'll find that you have a lot more ability and capability to handle these other problems instead of maybe tackling the primary the ogre underneath the bridge type of a thing first get some of those other little things out of the way, and it gives you an ability just like it does in session handling somebody's problems so that you can get the needle to read and get on with the session.
Speaker 1:It's the same thing. So you just have to look at those things that you can handle right now, because if you handle the little ones, you can then handle the big ones and get a lot more knownness into it, based off of the other unknown, unknownnesses that you can address. Get the stuff known that you can't be known, so that that allows you less opportunities for sudden shifts of attention as well, because instead of having six knives thrown at you, you only have one or two yeah, yeah, yeah.
Speaker 2:And the interesting thing is, even with what you just said, then like one change um to one present time problem can make an incredible impact on you. And I think sometimes as well we can get really overwhelmed, especially when we have multiple present time problems going on. Sometimes you know that can be too much to handle and so a lot of people will just stop there because it's just too much. It's so overwhelming. They've got so many issues in their life going on and so they'll just stop there. Yeah, but the funny thing is you resolve just one of those, just one. It'll lift you up in an incredible amount and then, once you achieve one, you're like, oh, wow, like it was so easy to handle.
Speaker 2:I mean, of course some things will be way more confronting, but the ones that you can handle, like I can't remember which book it was in where they talk about the life points. You know, if you're running at 100 life points at your optimum and then you've had so many present time problems occur, then you're only running off 40 points. And if you achieve just one of those things now, you're running at 41 points. So you've actually stepped up and in some cases just that one problem could raise you up to 60, right, you know you're already progressing in an upward direction just just by doing just just one and the impact that actually has is is incredible. Um, it's. It's quite interesting how it works. And then even sometimes you know you might have so many overwhelming and let's say, your optimum is 100 points and you're down at 40, but sometimes just that one can bring you right up to like 90.
Speaker 1:Sometimes, yeah yeah, You're not stuck at that point with that problem. Now you have more mobility and freedom to move around as a being up and down these problems and put more attention units on them. So you don't necessarily have to go after the first big one. But if you get two or three little ones, then you're going to have a lot more ability to handle the others easily and that prevents sudden shifts of attention.
Speaker 2:And I think they're the wrong words, though, because we say it as little ones, right, but it's actually the wrong way to say it because they're big. They're all big, yeah, you know what I mean. Like, we say them as little because the more achievable ones and more immediately achievable, but they're all big, they all weigh, they all have a weight about them, you know, even the little ones, yeah, and it's funny how we say it like that. You know, oh, you handle your little problems, but they're not little because otherwise they wouldn't be there, right? You know what I mean? Right, it's so funny how we express it.
Speaker 1:Yeah, and when you don't look at it, the bigger it seems to be, because it's uninspected, yeah, 100%. As soon as you start inspecting it, it reduces in size. All of a sudden, you kind of go ah, okay, yes, yeah, look at it, look at it, which is. You know that's what an auditing process is. Look at it, look at it, which is. You know that's what an auditing process is. Look at it, look at it, look at it, reinspect, reinspect. And you go, hmm, yeah, yeah, maybe it isn't what I was making it, because that's the thing that's. The problem me feeling about it is is look at it, look at it, look at it. Yeah, it's hard to look at. Look, look at it, look at it, look at it. Yeah, it's not as hard to look at. But the more you do that and then you go, okay, okay, here's the solution. Now, all of a sudden it doesn't have that bigness about it.
Speaker 2:That's right, yeah, and I think also, when you have so many going on, you're trying to deal with those using emotion, without logic, and so the emotion just really drags you down and you have no logic attached to it at all. So by doing these processes now, you can start bringing some logic in which elevates some of that emotion. Because once you start breaking it down and you realize the simplicity of it and you think, oh, why didn't I do this before?
Speaker 1:that was so easy right, yeah, but because you're trying to deal with things?
Speaker 2:yeah, but because you're trying to deal with things in such a um, an emotional state, you're never going to be able to do it logically right. It's just going to be a full reactive emotional driving force saying not too much, too much, too much to handle. This is, you know, and just that tiniest little bit of logic. If you can force yourself to bring a tiny little bit of logic in, then you start to see something different and then you start to realize how silly you've been yeah, it's almost as if you've never done it before with every one of them, right at the beginning of it it's incredible you know, yeah, it's incredible has that same feeling.
Speaker 1:It's like, oh, this is not a confrontable this problem. And that sudden shift of attention right at the beginning of it, oh, okay, okay. And then. But then you look at the next problem, you're like, oh, that sudden shift of attention right at the beginning of it, oh, okay, okay. But then you look at the next problem, you're like, oh, that sudden shift of attention, oh, that's right, it's as if it never happened before. You know, it's like, hang on a minute here, hang on. But then, after you do a few of those and you're like, oh, this is a big problem, for some reason the big problem deflates. And and you're like, oh, there's a big problem, for some reason the big problem deflates.
Speaker 2:And then you're oh, okay, I can I can do this, all right, yeah, yeah, yeah.
Speaker 2:That's all you got to do. I do have to admit, though, I think once you realize that you can solve problems, you can come a bit arrogant to some of your problems as well. It can kind of go the other way, where the problems are still there, and sure they may not be driving you emotionally, but they're still there and they're still dragging you down somehow, and so you go through this process and you smash out so many things and you're on your way, and then, oh, yeah, I'll put that in the tomorrow basket, oh, I'll put that in the next week basket, so you can create an over-logical basket as well of things to handle too that have no emotion in them, like the other end of the spectrum, but there's still present time problems affecting you.
Speaker 1:Yeah, yeah, you can put them in a different light, and you know you. And then that that light would probably be procrastination or you know a whole more beer. But you know you have to. You have to approach it from the viewpoint am I just not using this? And is that, what that? What that is? You know and and when? When you do and you spot it, then you get the source off of it as far as what your consideration is, because a consideration is senior to the physical universe. Then all of a sudden you start to get it in the right light. But you have to sit there and be honest with yourself about it, you know.
Speaker 2:That's right, that's right. So I think the overall answer is if you've got some present time problems, resolve them. Whether you're okay with them logically, whether you're not okay with them emotionally, the trick is to deal with all of them.
Speaker 1:Help yourself out by you know handling it on a gradient, and then you'll find that that you can handle the other, the other, bigger ones, and then you'll start providing solutions for yourself once you diffuse a few of those and the flows start flowing in. That's. That's what happens is you open the open the flow because you're disarming some of these counter flows by handling the ones that you can comfortably face. I mean, you know, that's the way Dianetics works. Find an incident you can comfortably face and that works. Even if you have to approach it from the standpoint of victim, it still gets the job done. And then you go from there and then you find out oh, I am a cause and you got it whipped.
Speaker 2:Well.
Speaker 1:I hope this has been and it's interesting as well.
Speaker 2:Go ahead. I'm just gonna add one more thing, but um, it's, it's interesting as well. Like that self-discovery and that self-doing around your present time problems, um, has a bigger impact than you think, because not only does it do you see other people struggling with the same things that you once struggled with once you resolve it, but your patience with other people and your understanding with other people grows significantly as well, which, in turn, automatically makes you less reactive to other people's situations as well, because you now have a much greater understanding. Because you now have a much greater understanding, and it just has this incredible I don't know if you'd call it patience probably more just understanding, I think Understanding for people around you as well that might really be struggling similar present time problems, that you can almost spot it physically on other people, what their issues may be or what their present time problems may be. It's really interesting how certain things impact our physical bodies in very similar ways where it can become observable.
Speaker 2:Yeah, yeah very observable to the degree you grant yourself beingness is to the degree that you can grant others beingness yeah, and if you've got a whole heap of present time problems running on, it's going to be really really hard to grant other people beingness.
Speaker 1:that's right. That's right. And you find your ability to create is a lot lower with present time problems and you get those out of the way to the degree that you can be creative is to the degree that, with present time problems and you get those out of the way to the degree that you can be creative is to the degree that your present time problems are non-existent. Yeah, that's a keeper there. If you don't feel creative, you got present time problems We've been talking about here in the podcast. If you can't get in session and you can solve it by handling the little ones first and then you'll start to feel yourself being more creative. You can grant yourself being this because you're being a cause over these things, and then you find yourself a lot. It's a lot easier for you to grant others being this as well.
Speaker 2:Yeah, a hundred percent, a hundred percent.
Speaker 1:Well, I hope this has helped everybody out kind of dissecting this the sudden shift of attention at present time, problems and problems of long duration and take it to heart and make your life a lot simpler and always approach problems on a gradient and handle the little ones first and get one leg over the fence and get the other leg over the fence and have some compassion for yourself and don't beat yourself up so much, because we all tend to do that and and it's it's not good for you, you know? No, it's not. You are your best friend terrible. Don't be your own worst critic. Be your own best friend. It's terrible. Don't be your own worst critic. Be your own best friend. Grant yourself some beingness, and you'll find that others grant you more beingness as well, too, when you grant them beingness. So for Arthur and I, yeah, that's right. We hope you've enjoyed this podcast. Thanks for listening and we'll see you for another one in a day or two. Take care, namaste, and we love you, thank you.