March 11, 2025 • 39 mins
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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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Hi and welcome to another Scientology Outside of
the Church podcast brought toyou by ao-gporg and the College
of Independent Scientologycom,our online course room and
social platform for AOGP.
I'm here with Arthur Mudakisand we are going to do season 10
, episode 26,.
(00:25):
145, I believe, 145th podcast,past approaching 150.
It's pretty impressive.
What's that?
Speaker 2 (00:38):
That's pretty impressive.
Speaker 1 (00:39):
Yeah, yeah, it's some ridiculous number of hours too
as far as the total.
I forget what it is, but it'sgetting up there.
We're going to talk aboutpresent time problems and sudden
shifts of attention.
This is going to be aninteresting one, I think,
(01:02):
regarding these two things.
So this is based off of the StHill Special Briefing Course,
lecture 47, back in 1961, inAugust of 1961, where LRH is
talking about present-timeproblems and rudiments and how
(01:23):
they stop a pc from having readsbecause of problems.
So I thought it'd beinteresting to talk about what
this has to do with our currentenvironment and digital
information and what it does topeople and how you can resolve
(01:44):
it.
What do you think of that,arthur?
Speaker 2 (01:47):
Yeah, I think that's good, because it's very
necessary to look at thesethings a little more seriously,
I believe, and I think also withopen eyes as well, in a because
I think, um, I think it's quiteeasy to slip into just
(02:09):
normality and these present timeproblems are running in the
background and not recognizethat there is something going on
for you, and then you'restruggling to wonder why you're
not progressing.
But then this culture alsomakes it so comfortable and
there's just so many thingsgoing on in the background that
we just overlook.
And and that's what I mean byyou know, having a look at
(02:34):
things with your eyes open, in asense and I'm not talking
conspiracy, but actually youknow what's actually going on in
your world and your immediatesurrounds.
Speaker 1 (02:45):
Yeah, well, you know what is the problem.
The problem is a postulate,counter postulate, with some
mass in the middle of it, andthat problem sticks when you
have an unknownness about thatproblem.
What's unknown and this is areally interesting aspect of it
(03:09):
is that if it's unknown, how doyou know about it?
How do you get the information,especially if you're getting
the information from what may ormay not be a reliable source
and we've talked about this inother podcasts.
You know, with the media andthings like that, but there's
just so many different,disparate sources of unknownness
(03:30):
where if you, if you didn't,you didn't have any input from
other places, you'd have a lotless unknownness.
You know, if you were out inthe woods by yourself, you know
camping or something like that.
You have a lot lessunknownnesses because what's
there is there instead of whatyou're being told, but you don't
(03:53):
have all of the information.
There's an unknownness to it.
Speaker 2 (04:00):
Well, I don't know if you've heard, here in Australia
there's a big cyclone that waspredicted to come up the north.
Yeah, and they did fulllockdown measures like they did
at COVID.
But what was interesting Ifound and I don't know if I'm
right or wrong, this is just myown perspective towards it but
normally when they do cycloneshere in Australia they use
(04:22):
women's names, whereas this timethey use a man's name, which I
thought was really interestingwhen they named it and it was
out in the ocean somewhere, andso everybody just went crazy,
went full lockdown.
And the funny part is the northpart of australia gets, you
know, cyclones, not regularly,but it happens regular enough to
(04:43):
say, all right, somepreparation should be needed,
and so far nothing's happened.
A lot of rainfall, don't get mewrong, but as far as the cyclone
itself ripping through.
So people have gone bonkers,just buying, buying, buying in
preparation for a disaster, andso they should, but at the same
(05:04):
time, yeah, nothing right.
Well, you know.
So the present time problem was, by the word.
It wasn't something thatactually occurred, right, it was
the intention and a futureprojection that created a
present-time problem.
Speaker 1 (05:24):
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 tobuy, we've got to buy, we've got
to do this, we've got to dothat, say it's going to be the
worst thing ever.
It seems to me, especially withweather-related things, that
it's been a wag the dog kind ofa thing, things that it's been a
(05:49):
wag the dog kind of a thing,where they started naming storms
in the united states, winterstorms and and usually they're
female names.
But sometimes, you know, likehurricanes, they do them
alphabetically and they can be aman 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
(06:10):
.
You know, to get people to goout and spend more money is the
way that it seems.
But that's, you know, it's thatunknownness.
That's what's capitalized offof.
Is that unknownness thatcreates that problem?
What is not known about it?
Oh my God, oh my God.
And you got this counterintention.
Now this comes down to what LRHwas talking about, about what
(06:33):
causes pain.
He says what causes pain is ifsomebody comes up and pokes you
in the back with a pen whileyou're looking in the other
direction.
There's this sudden shift ofattention because your attention
is on one thing and there'sthis other thing that comes to.
It, comes at you from anotherdirection and that causes pain
(06:55):
because it was unpredicted.
And so when you look atproblems and sudden shifts of
attention, most problemsmanifest in a sudden shift of
attention.
It's not like it's on thecalendar oh, the transmission's
gonna go out, or the batterydied, alternator's out, or
(07:16):
anything.
There's no prediction to thesethings and without prediction
you have a sudden shift ofattention that turns it into
pain.
And now you have a problem froman unknown quarter.
And once you find out thereason for the problem the
alternator, the battery orwhatever now you you know the
(07:39):
correct why opens the door to ahandling 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 aslong if you understand what the
source of it is.
(08:01):
Now this comes to the gradechart, as well as to what the
source of things are round about, ot3, where you start getting
to getting down to being able tofind accurate source instead of
being knocked around by yourcase.
It's saying this or that, oryou know, dubbing in all these
things, the voices in your headtelling you what things are,
(08:22):
whatever they get in the way ofyou actually finding the right
solution.
So in order to handle a problem, you have to look at okay, what
are the vectors, what are theangles of what's coming in, what
the problem is.
So if you sit down, you look atit and go, okay, well, this is
(08:43):
coming from this, it's coming.
Okay, well, there's this comingfrom this, it's coming from
this, it's coming from this, orit's just coming from this
particular thing.
What are the unknownnessesabout that?
And you can write them down andgo, okay, these are things I
don't know about this.
Okay, how can I find out?
Sometimes you can't find outokay, but it helps handle.
Speaker 2 (09:03):
But even if you can't find out, at least you know you
can't find out.
So that's still, that's still aknowingness there, isn't it, if
there's something you can'tfind out?
Speaker 1 (09:13):
yeah, you know, we've talked about that a lot.
You know certain things you'renever going to know.
But the things you're nevergoing 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 thisparticular motivator or whatever
(09:35):
.
And you, you don't have theactual data, but you do have the
phenomena itself to explain it.
And it's sometimes that's allyou're going to get.
You know some answers aren'tattainable for one reason or
another, but at least thathandles the sudden shift of
attention when you understandthe manifestation and the
phenomena, yep, yep.
(09:57):
So you can at least have that.
And that's the thing is, is itmay not be 100% solace on the
whole thing, but you at leastunderstand the mechanisms of it.
And the only way, the only way,to clean yourself up on it is
is to handle your you knowwhat's your own responsibility
(10:18):
is in the area and look at itand go, okay, I've got, I've got
this much of the information,and that handles the sudden
shift of attention.
Especially when you getblindsided 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.
(10:40):
So once you spot the suddenshift of attention, it should
blow Okay, when did that happen?
And you can spot the oh, itshould blow.
Okay, when did that happen?
And you can spot the oh, it wasthat.
Okay, now we got that.
Now we can look at the problem.
Now we can look at the opposingpostulates and then you can
dissect it there.
Okay, what's the counterpostulate or what's the
appearance of the counterpostulate?
(11:01):
And then look at your own andthen 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 waytoo.
Another way to do it with aproblem is is problems of
(11:25):
comparable magnitude.
If you mock up problems greaterthan the problem that you have,
it makes the problem that youhave seem much, much smaller To
where you go.
Okay, this is something I canhandle.
I can spot where it was thatthe shift of attention was.
That makes it painful.
I can handle, I can spot whereit was that the shift of
(11:47):
attention was that makes itpainful.
And once you have that, thenyou have some sort of a solution
because the problem stops aperson's OCA, their personality
test, from improving if theyhave a problem, or problems
going on because their rudimentsare out.
Speaker 2 (12:05):
Okay, so from listening to the lecture, what
was it about you wanting to talkabout this one in particular?
Speaker 1 (12:17):
What was it that struck you about?
It is that a lot of the thingsthat are on people's minds.
Like you get in the car and youlisten to the radio and it's
sudden shift of attention thestock market is down 800 points.
Sudden shift of attention,president Trump says we can't
(12:40):
rule out a recession and thestock market plummets.
There's this sudden shift ofattention and then the next day,
24 hours later, it's suddenshift of attention.
24 hours later, sudden shift ofattention, you know, in the
news cycle type of a thing.
And so people are paralyzed byall of these unknownnesses other
(13:03):
than what they're being told,which more often than not isn't
true, because it's a wag the dogtype of a situation.
You know why a president wouldsay we can't rule out a
recession.
That's the last thing, the lastthing you want to have a
president say, you know, becausethey want to.
(13:26):
I mean, it's obvious, becausethey, they, they want a
recession.
Because if there is a recession, well then the people that have
the, the, the wealthy, thathave the money can then go out
and buy stuff at fire saleprices, because because the
demand is so far down and nowthey own a larger percentage of
real estate or businesses orwhatever, because the value has
(13:48):
gone down due to a recession.
You know, this is this shift ofattention.
Yeah, and then you get thegroup of people.
Speaker 2 (13:55):
That's interesting, yeah, and the amount of
reactiveness involved as well ondecisions just based on what's
what's being said, um is, isincredible, but it's.
It's funny as well, um, becauseI got a mate of mine up in
queensland at the moment and um,and he's, he's just watching
(14:16):
everybody go mad.
And you know he calls me in themornings 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 walkto the gym and the gym's closed
and he goes I go to the beachfor a swim and I'm the only one
on the beach.
It's just things like that.
But then also as well, like frommy end, personally, I can't
(14:42):
handle the news anymore and theonly time I sort of listen to
the news is when I'm working andI'm driving in my car.
I'll have the radio on and ofcourse, the news will come in
and I can't handle it.
And the funny thing is I'veactually switched cars at the
moment and the radio is brokenin the car I'm driving at the
moment and it's just completesilence.
(15:04):
And the funny thing is, whetherI hear it or not, nothing
changes.
Yeah, nothing changes.
Nothing changes.
Everything still continues asit did.
But the only thing that doeschange is my attitude when I
hear certain things on the radio, because I hear agendas getting
pushed that I strongly disagreewith.
There's a lot of agendas beingpushed that I strongly disagree
(15:27):
with.
There's a lot of agendas beingpushed 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 atmy radio just shut the f up.
(15:47):
Like just the garbage thatcomes out of these people's
mouths.
I just think, are we this way?
Are we really this below ourmoral code?
Like it's insane.
And then if I don't listen to it, I don't know, I'm just happy
(16:09):
driving along, I'm bored, likeI'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 themesthat I hear on the news, it it
does get me, it makes me veryreactive, and then it kind of
(16:31):
caters for everyone.
So it caters for me, peoplelike me that really don't put
much faith in the news, but thenthose that do put faith into
the news, it makes it reactivefor them as well.
So they've pretty much takenboth sides of the coin.
So it doesn't matter which sideof the fence you're on, you're
(16:52):
going to be reactive no matterwhich way.
Whether you agree to what youhear or whether you disagree
with what you hear, you're stillgoing to get a reaction from it
.
So now that we're discussing it, it's quite clever really
reaction from it.
Speaker 1 (17:08):
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 inbook 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 10years later, he talks about, he
says it's not.
It's not the audio so much asit is the force of an engram.
(17:31):
That's there, the force, andthat's the suddenness, the
sudden shift of attention, andthat's knocking a person off of
something that they're doing orwhere 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,
(17:53):
covid.
You know, you know it's thatthat the, the Goebbels thing
from the Nazi era was.
You know, the more often yourepeat a lie, the more people
believe it, because there's thisforce behind it.
So you get this sudden shift ofattention which causes pain.
Oh my God, there's a cyclonecoming.
(18:14):
We can't go outside.
Cyclone, cyclone, cyclone,cyclone, cyclone.
You know, or bring it down tothe micro and people that you're
around and what they'reaffected by, even if you don't
listen to the radio and peoplethat you're around and what
they're affected by, even if youdon't listen to the radio, and
you see their behaviors.
Maybe they mentioned somethingand they don't mention.
They heard it from some source.
But I mean as much as peoplelook at their phones and you see
(18:38):
them looking at their phones Imean, you know, there's just
this immediate.
It's like they're on an IV dripof information, whether it's
from their friends who are beingaffected by this sudden shift
of attention.
You know, and it's almost likethere's this, this group
agreement, that this is going tobe painful, this cyclone is
going to be horrible.
I mean, they were doing thatwith these hurricanes, uh, a few
(19:01):
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 andnobody made a big deal of it.
It was just, yeah, you know,but instead it's you, and you
(19:26):
see this more and more and morein society.
How the shift of attention,it's not just a shift of
attention, but it's so manysudden shifts of attention this,
the economy, the weather, the,this, the, that, boom, boom,
boom, boom.
And this turns into a forcewhich gets people to a point of
almost catatonia where they,they, you know the dangerous
(19:46):
environment thing, catatoniawhere they, you know the
dangerous environment thingkicks in and it's you know.
Oh, I had this interesting eventhappen after I left the gym.
I walk six kilometers, 4.1miles home from the gym every
time I go to the gym, 4.1 mileshome from the gym every time I
(20:07):
go to the gym.
And I went in to get a I forgetwhat.
It is one of the big watersthat I get from the grocery
store, from Woolworths, and Itold the lady, I tapped on it
and I said this is my companionfrom my walk home to Walmart.
And she goes Walmart, you know,almost like clutching her
(20:33):
pearls, walmart.
It's like, yeah, and she wasjust that's just dangerous, you
know.
And then you go.
So where, where'd you get thatdatum?
Well, everybody knows that it'sdangerous out there.
You're going to be walking inthe dark.
(20:56):
Yeah, yeah, yeah, you know,yeah, and you know, granted, you
know it's South Africa, butit's the best side of town type
of a thing.
But I mean there was just thisimmediate.
I mean there was a sudden shiftof attention.
You don't want to do that.
Capital letters, yes, you know,and that's a sudden shift of
attention, that's thatmanifestation where somebody has
(21:18):
been fed this information andthey'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 itbecause I saw what was happening
and nothing, nothing goes wrong, but it's.
It's that again, that'sreactivity, that's reactivity
(21:41):
and the.
You know, the next time I go inwell, 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'restill alive I was worried about
you, you know, really, reallyyou know what I mean.
Speaker 2 (21:55):
Yeah, if we get that sort of thing here as well.
Speaker 1 (21:57):
Yeah, yeah, you know, if I don't see him again, I'll
know what happened.
Wow, wow, yeah.
Speaker 2 (22:07):
So you know that, that, that that's on the
conversations you know yeah, andthat's that's more.
On a macro level, like um, likethat creates waves in a
community, um, like I haven'theard much about the ukraine war
.
I haven't heard much about thegaza, what's going on over there
, but I'm hearing about thiscyclone, and then I'll hear
(22:28):
about how Australia hates DonaldTrump, and I'll hear about all
these things that are kind ofirrelevant versus what's
actually relevant, which I findinteresting as well.
Right, when the Ukraine warstarted, australia boycotted
Russian products.
You know what I mean.
(22:50):
Like you'd go to a local puband they'd stop selling vodka
because they were protestingtowards russia.
You know just all these realweird 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 microstuff, like one actual problems
(23:15):
in somebody's personal life?
Speaker 1 (23:18):
Mm-hmm.
Speaker 2 (23:20):
Yeah, like actual real problems to the individual.
Speaker 1 (23:25):
Mm-hmm.
Speaker 2 (23:26):
Well you know it's like Issues with a home, issues
with abuse, issues with theirown anxieties, issues with money
, romance, all those kinds ofthings.
Speaker 1 (23:38):
Mm-hmm.
Well it's, you know, on themicro, the micro, you know it's,
it's.
It's still a sudden shift ofattention.
You know the and and theunknownness to that sudden shift
of attention.
What was that?
You know type of a thing.
So you know you have to.
You have to look at it and go,okay, my postulate is to survive
(23:59):
.
Okay, so what?
So what is it that's preventingmy survival?
And that's a force-counterforcetype of a thing.
And you write down thecounterforces and you go, okay,
now here's the problem.
Okay, so what do I do toresolve that supposed problem?
You know, if it's in anauditing session, oh, I left the
(24:22):
iron on and it might burn thehouse down.
Well, you need the PC to gohome and turn off the iron so
you can get on with the session.
It's the same thing.
You have to look at theproblems and handle them from
the order of what is the mosthandleable.
It's not just what's thebiggest problem always, but it's
what is the most handleable.
(24:43):
Because you can handle sixhandleable problems as if they
were incomplete cycles of actionbecause they really are and get
those out of the way, you'llfind that you have a lot more
ability and capability to handlethese other problems instead of
maybe tackling the primary theogre underneath the bridge type
(25:04):
of a thing first get some ofthose other little things out of
the way, and it gives you anability just like it does in
session handling somebody'sproblems so that you can get the
needle to read and get on withthe session.
It's the same thing.
So you just have to look atthose things that you can handle
right now, because if youhandle the little ones, you can
then handle the big ones and geta lot more knownness into it,
(25:27):
based off of the other unknown,unknownnesses that you can
address.
Get the stuff known that youcan't be known, so that that
allows you less opportunitiesfor sudden shifts of attention
as well, because instead ofhaving six knives thrown at you,
you only have one or two yeah,yeah, yeah.
Speaker 2 (25:49):
And the interesting thing is, even with what you
just said, then like one changeum to one present time problem
can make an incredible impact onyou.
And I think sometimes as wellwe can get really overwhelmed,
(26:13):
especially when we have multiplepresent time problems going on.
Sometimes you know that can betoo much to handle and so a lot
of people will just stop therebecause it's just too much.
It's so overwhelming.
They've got so many issues intheir life going on and so
they'll just stop there.
Yeah, but the funny thing isyou resolve just one of those,
(26:35):
just one.
It'll lift you up in anincredible amount and then, once
you achieve one, you're like,oh, wow, like it was so easy to
handle.
I mean, of course some thingswill be way more confronting,
but the ones that you can handle, like I can't remember which
(26:58):
book it was in where they talkabout the life points.
You know, if you're running at100 life points at your optimum
and then you've had so manypresent time problems occur,
then you're only running off 40points.
And if you achieve just one ofthose things now, you're running
at 41 points.
So you've actually stepped upand in some cases just that one
(27:23):
problem could raise you up to 60, right, you know you're already
progressing in an upwarddirection just just by doing
just just one and the impactthat actually has is is
incredible.
Um, it's.
It's quite interesting how itworks.
And then even sometimes youknow you might have so many
(27:43):
overwhelming and let's say, youroptimum is 100 points and
you're down at 40, but sometimesjust that one can bring you
right up to like 90.
Speaker 1 (27:53):
Sometimes, yeah yeah, You're not stuck at that point
with that problem.
Now you have more mobility andfreedom to move around as a
being up and down these problemsand put more attention units on
them.
So you don't necessarily haveto go after the first big one.
But if you get two or threelittle ones, then you're going
(28:14):
to have a lot more ability tohandle the others easily and
that prevents sudden shifts ofattention.
Speaker 2 (28:19):
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'rebig.
They're all big, yeah, you knowwhat I mean.
Like, we say them as littlebecause the more achievable ones
and more immediately achievable, but they're all big, they all
(28:41):
weigh, they all have a weightabout them, you know, even the
little ones, yeah, and it'sfunny how we say it like that.
You know, oh, you handle yourlittle problems, but they're not
little because otherwise theywouldn't be there, right?
You know what I mean?
Right, it's so funny how weexpress it.
Speaker 1 (29:00):
Yeah, and when you don't look at it, the bigger it
seems to be, because it'suninspected, yeah, 100%.
As soon as you start inspectingit, it reduces in size.
All of a sudden, you kind of goah, okay, yes, yeah, look at it
, look at it, which is.
You know that's what anauditing process is.
(29:21):
Look at it, look at it, whichis.
You know that's what anauditing process is.
Look at it, look at it, look atit, reinspect, reinspect.
And you go, hmm, yeah, yeah,maybe it isn't what I was making
it, because that's the thingthat's.
The problem me feeling about itis 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 lookat.
(29:42):
But the more you do that andthen you go, okay, okay, here's
the solution.
Now, all of a sudden it doesn'thave that bigness about it.
Speaker 2 (29:54):
That's right, yeah, and I think also, when you have
so many going on, you're tryingto deal with those using emotion
, without logic, and so theemotion just really drags you
down and you have no logicattached to it at all.
So by doing these processes now, you can start bringing some
(30:15):
logic in which elevates some ofthat emotion.
Because once you start breakingit down and you realize the
simplicity of it and you think,oh, why didn't I do this before?
Speaker 1 (30:26):
that was so easy right, yeah, but because you're
trying to deal with things?
Speaker 2 (30:30):
yeah, but because you're trying to deal with
things in such a um, anemotional state, you're never
going to be able to do itlogically right.
It's just going to be a fullreactive emotional driving force
saying not too much, too much,too much to handle.
This is, you know, and justthat tiniest little bit of logic
(30:52):
.
If you can force yourself tobring a tiny little bit of logic
in, then you start to seesomething different and then you
start to realize how sillyyou've been yeah, it's almost as
if you've never done it beforewith every one of them, right at
the beginning of it it'sincredible you know, yeah, it's
incredible has that same feeling.
Speaker 1 (31:13):
It's like, oh, this is not a confrontable this
problem.
And that sudden shift ofattention right at the beginning
of it, oh, okay, okay.
And then.
But then you look at the nextproblem, you're like, oh, that
sudden shift of attention rightat the beginning of it, oh, okay
, okay.
But then you look at the nextproblem, 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 aminute here, hang on.
(31:36):
But then, after you do a few ofthose and you're like, oh, this
is a big problem, for somereason the big problem deflates.
And and you're like, oh,there's a big problem, for some
reason the big problem deflates.
Speaker 2 (31:46):
And then you're oh, okay, I can I can do this, all
right, yeah, yeah, yeah.
That's all you got to do.
I do have to admit, though, Ithink once you realize that you
can solve problems, you can comea 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 bedriving you emotionally, but
(32:11):
they're still there and they'restill dragging you down somehow,
and so you go through thisprocess and you smash out so
many things and you're on yourway, 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 createan over-logical basket as well
of things to handle too thathave no emotion in them, like
(32:35):
the other end of the spectrum,but there's still present time
problems affecting you.
Speaker 1 (32:40):
Yeah, yeah, you can put them in a different light,
and you know you.
And then that that light wouldprobably be procrastination or
you know a whole more beer.
But you know you have to.
You have to approach it fromthe viewpoint am I just not
using this?
And is that, what that?
What that is?
You know and and when?
(33:01):
When you do and you spot it,then you get the source off of
it as far as what yourconsideration is, because a
consideration is senior to thephysical universe.
Then all of a sudden you startto get it in the right light.
But you have to sit there andbe honest with yourself about it
, you know.
Speaker 2 (33:18):
That's right, that's right.
So I think the overall answeris if you've got some present
time problems, resolve them.
Whether you're okay with themlogically, whether you're not
okay with them emotionally, thetrick is to deal with all of
them.
Speaker 1 (33:38):
Help yourself out by you know handling it on a
gradient, and then you'll findthat that you can handle the
other, the other, bigger ones,and then you'll start providing
solutions for yourself once youdiffuse a few of those and the
flows start flowing in.
That's.
That's what happens is you openthe open the flow because
you're disarming some of thesecounter flows by handling the
(33:59):
ones that you can comfortablyface.
I mean, you know, that's theway Dianetics works.
Find an incident you cancomfortably face and that works.
Even if you have to approach itfrom the standpoint of victim,
it still gets the job done.
And then you go from there andthen you find out oh, I am a
cause and you got it whipped.
Speaker 2 (34:19):
Well.
Speaker 1 (34:19):
I hope this has been and it's interesting as well.
Speaker 2 (34:21):
Go ahead.
I'm just gonna add one morething, but um, it's, it's
interesting as well.
Like that self-discovery andthat self-doing around your
present time problems, um, has abigger impact than you think,
because not only does it do yousee other people struggling with
the same things that you oncestruggled with once you resolve
(34:43):
it, but your patience with otherpeople and your understanding
with other people growssignificantly as well, which, in
turn, automatically makes youless reactive to other people's
situations as well, because younow have a much greater
understanding.
Because you now have a muchgreater understanding, and it
just has this incredible I don'tknow if you'd call it patience
(35:07):
probably more just understanding, I think Understanding for
people around you as well thatmight really be struggling
similar present time problems,that you can almost spot it
physically on other people, whattheir issues may be or what
their present time problems maybe.
(35:28):
It's really interesting howcertain things impact our
physical bodies in very similarways where it can become
observable.
Yeah, yeah very observable tothe degree you grant yourself
beingness is to the degree thatyou can grant others beingness
yeah, and if you've got a wholeheap of present time problems
(35:49):
running on, it's going to bereally really hard to grant
other people beingness.
Speaker 1 (35:54):
that's right.
That's right.
And you find your ability tocreate is a lot lower with
present time problems and youget those out of the way to the
degree that you can be creativeis to the degree that, with
present time problems and youget those out of the way to the
degree that you can be creativeis to the degree that your
present time problems arenon-existent.
Yeah, that's a keeper there.
If you don't feel creative, yougot present time problems We've
(36:19):
been talking about here in thepodcast.
If you can't get in session andyou can solve it by handling
the little ones first and thenyou'll start to feel yourself
being more creative.
You can grant yourself beingthis because you're being a
cause over these things, andthen you find yourself a lot.
It's a lot easier for you togrant others being this as well.
Speaker 2 (36:39):
Yeah, a hundred percent, a hundred percent.
Speaker 1 (36:42):
Well, I hope this has helped everybody out kind of
dissecting this the sudden shiftof attention at present time,
problems and problems of longduration and take it to heart
and make your life a lot simplerand always approach problems on
a gradient and handle thelittle ones first and get one
(37:03):
leg over the fence and get theother leg over the fence and
have some compassion foryourself and don't beat yourself
up so much, because we all tendto do that and and it's it's
not good for you, you know?
No, it's not.
You are your best friendterrible.
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
(37:25):
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 thispodcast.
Thanks for listening and we'llsee you for another one in a day
or two.
Take care, namaste, and we loveyou, thank you.
Hi and welcome to another Scientology Outside of
the Church podcast brought toyou by ao-gporg and the College
of Independent Scientologycom,our online course room and
social platform for AOGP.
I'm here with Arthur Mudakisand we are going to do season 10
, episode 26,.
(00:25):
145, I believe, 145th podcast,past approaching 150.
It's pretty impressive.
What's that?
Speaker 2 (00:38):
That's pretty impressive.
Speaker 1 (00:39):
Yeah, yeah, it's some ridiculous number of hours too
as far as the total.
I forget what it is, but it'sgetting up there.
We're going to talk aboutpresent time problems and sudden
shifts of attention.
This is going to be aninteresting one, I think,
(01:02):
regarding these two things.
So this is based off of the StHill Special Briefing Course,
lecture 47, back in 1961, inAugust of 1961, where LRH is
talking about present-timeproblems and rudiments and how
(01:23):
they stop a pc from having readsbecause of problems.
So I thought it'd beinteresting to talk about what
this has to do with our currentenvironment and digital
information and what it does topeople and how you can resolve
(01:44):
it.
What do you think of that,arthur?
Speaker 2 (01:47):
Yeah, I think that's good, because it's very
necessary to look at thesethings a little more seriously,
I believe, and I think also withopen eyes as well, in a because
I think, um, I think it's quiteeasy to slip into just
(02:09):
normality and these present timeproblems are running in the
background and not recognizethat there is something going on
for you, and then you'restruggling to wonder why you're
not progressing.
But then this culture alsomakes it so comfortable and
there's just so many thingsgoing on in the background that
we just overlook.
And and that's what I mean byyou know, having a look at
(02:34):
things with your eyes open, in asense and I'm not talking
conspiracy, but actually youknow what's actually going on in
your world and your immediatesurrounds.
Speaker 1 (02:45):
Yeah, well, you know what is the problem.
The problem is a postulate,counter postulate, with some
mass in the middle of it, andthat problem sticks when you
have an unknownness about thatproblem.
What's unknown and this is areally interesting aspect of it
(03:09):
is that if it's unknown, how doyou know about it?
How do you get the information,especially if you're getting
the information from what may ormay not be a reliable source
and we've talked about this inother podcasts.
You know, with the media andthings like that, but there's
just so many different,disparate sources of unknownness
(03:30):
where if you, if you didn't,you didn't have any input from
other places, you'd have a lotless unknownness.
You know, if you were out inthe woods by yourself, you know
camping or something like that.
You have a lot lessunknownnesses because what's
there is there instead of whatyou're being told, but you don't
(03:53):
have all of the information.
There's an unknownness to it.
Speaker 2 (04:00):
Well, I don't know if you've heard, here in Australia
there's a big cyclone that waspredicted to come up the north.
Yeah, and they did fulllockdown measures like they did
at COVID.
But what was interesting Ifound and I don't know if I'm
right or wrong, this is just myown perspective towards it but
normally when they do cycloneshere in Australia they use
(04:22):
women's names, whereas this timethey use a man's name, which I
thought was really interestingwhen they named it and it was
out in the ocean somewhere, andso everybody just went crazy,
went full lockdown.
And the funny part is the northpart of australia gets, you
know, cyclones, not regularly,but it happens regular enough to
(04:43):
say, all right, somepreparation should be needed,
and so far nothing's happened.
A lot of rainfall, don't get mewrong, but as far as the cyclone
itself ripping through.
So people have gone bonkers,just buying, buying, buying in
preparation for a disaster, andso they should, but at the same
(05:04):
time, yeah, nothing right.
Well, you know.
So the present time problem was, by the word.
It wasn't something thatactually occurred, right, it was
the intention and a futureprojection that created a
present-time problem.
Speaker 1 (05:24):
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 tobuy, we've got to buy, we've got
to do this, we've got to dothat, say it's going to be the
worst thing ever.
It seems to me, especially withweather-related things, that
it's been a wag the dog kind ofa thing, things that it's been a
(05:49):
wag the dog kind of a thing,where they started naming storms
in the united states, winterstorms and and usually they're
female names.
But sometimes, you know, likehurricanes, they do them
alphabetically and they can be aman 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
(06:10):
.
You know, to get people to goout and spend more money is the
way that it seems.
But that's, you know, it's thatunknownness.
That's what's capitalized offof.
Is that unknownness thatcreates that problem?
What is not known about it?
Oh my God, oh my God.
And you got this counterintention.
Now this comes down to what LRHwas talking about, about what
(06:33):
causes pain.
He says what causes pain is ifsomebody comes up and pokes you
in the back with a pen whileyou're looking in the other
direction.
There's this sudden shift ofattention because your attention
is on one thing and there'sthis other thing that comes to.
It, comes at you from anotherdirection and that causes pain
(06:55):
because it was unpredicted.
And so when you look atproblems and sudden shifts of
attention, most problemsmanifest in a sudden shift of
attention.
It's not like it's on thecalendar oh, the transmission's
gonna go out, or the batterydied, alternator's out, or
(07:16):
anything.
There's no prediction to thesethings and without prediction
you have a sudden shift ofattention that turns it into
pain.
And now you have a problem froman unknown quarter.
And once you find out thereason for the problem the
alternator, the battery orwhatever now you you know the
(07:39):
correct why opens the door to ahandling 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 aslong if you understand what the
source of it is.
(08:01):
Now this comes to the gradechart, as well as to what the
source of things are round about, ot3, where you start getting
to getting down to being able tofind accurate source instead of
being knocked around by yourcase.
It's saying this or that, oryou know, dubbing in all these
things, the voices in your headtelling you what things are,
(08:22):
whatever they get in the way ofyou actually finding the right
solution.
So in order to handle a problem, you have to look at okay, what
are the vectors, what are theangles of what's coming in, what
the problem is.
So if you sit down, you look atit and go, okay, well, this is
(08:43):
coming from this, it's coming.
Okay, well, there's this comingfrom this, it's coming from
this, it's coming from this, orit's just coming from this
particular thing.
What are the unknownnessesabout that?
And you can write them down andgo, okay, these are things I
don't know about this.
Okay, how can I find out?
Sometimes you can't find outokay, but it helps handle.
Speaker 2 (09:03):
But even if you can't find out, at least you know you
can't find out.
So that's still, that's still aknowingness there, isn't it, if
there's something you can'tfind out?
Speaker 1 (09:13):
yeah, you know, we've talked about that a lot.
You know certain things you'renever going to know.
But the things you're nevergoing 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 thisparticular motivator or whatever
(09:35):
.
And you, you don't have theactual data, but you do have the
phenomena itself to explain it.
And it's sometimes that's allyou're going to get.
You know some answers aren'tattainable for one reason or
another, but at least thathandles the sudden shift of
attention when you understandthe manifestation and the
phenomena, yep, yep.
(09:57):
So you can at least have that.
And that's the thing is, is itmay not be 100% solace on the
whole thing, but you at leastunderstand the mechanisms of it.
And the only way, the only way,to clean yourself up on it is
is to handle your you knowwhat's your own responsibility
(10:18):
is in the area and look at itand go, okay, I've got, I've got
this much of the information,and that handles the sudden
shift of attention.
Especially when you getblindsided 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.
(10:40):
So once you spot the suddenshift of attention, it should
blow Okay, when did that happen?
And you can spot the oh, itshould blow.
Okay, when did that happen?
And you can spot the oh, it wasthat.
Okay, now we got that.
Now we can look at the problem.
Now we can look at the opposingpostulates and then you can
dissect it there.
Okay, what's the counterpostulate or what's the
appearance of the counterpostulate?
(11:01):
And then look at your own andthen 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 waytoo.
Another way to do it with aproblem is is problems of
(11:25):
comparable magnitude.
If you mock up problems greaterthan the problem that you have,
it makes the problem that youhave seem much, much smaller To
where you go.
Okay, this is something I canhandle.
I can spot where it was thatthe shift of attention was.
That makes it painful.
I can handle, I can spot whereit was that the shift of
(11:47):
attention was that makes itpainful.
And once you have that, thenyou have some sort of a solution
because the problem stops aperson's OCA, their personality
test, from improving if theyhave a problem, or problems
going on because their rudimentsare out.
Speaker 2 (12:05):
Okay, so from listening to the lecture, what
was it about you wanting to talkabout this one in particular?
Speaker 1 (12:17):
What was it that struck you about?
It is that a lot of the thingsthat are on people's minds.
Like you get in the car and youlisten to the radio and it's
sudden shift of attention thestock market is down 800 points.
Sudden shift of attention,president Trump says we can't
(12:40):
rule out a recession and thestock market plummets.
There's this sudden shift ofattention and then the next day,
24 hours later, it's suddenshift of attention.
24 hours later, sudden shift ofattention, you know, in the
news cycle type of a thing.
And so people are paralyzed byall of these unknownnesses other
(13:03):
than what they're being told,which more often than not isn't
true, because it's a wag the dogtype of a situation.
You know why a president wouldsay we can't rule out a
recession.
That's the last thing, the lastthing you want to have a
president say, you know, becausethey want to.
(13:26):
I mean, it's obvious, becausethey, they, they want a
recession.
Because if there is a recession, well then the people that have
the, the, the wealthy, thathave the money can then go out
and buy stuff at fire saleprices, because because the
demand is so far down and nowthey own a larger percentage of
real estate or businesses orwhatever, because the value has
(13:48):
gone down due to a recession.
You know, this is this shift ofattention.
Yeah, and then you get thegroup of people.
Speaker 2 (13:55):
That's interesting, yeah, and the amount of
reactiveness involved as well ondecisions just based on what's
what's being said, um is, isincredible, but it's.
It's funny as well, um, becauseI got a mate of mine up in
queensland at the moment and um,and he's, he's just watching
(14:16):
everybody go mad.
And you know he calls me in themornings 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 walkto the gym and the gym's closed
and he goes I go to the beachfor a swim and I'm the only one
on the beach.
It's just things like that.
But then also as well, like frommy end, personally, I can't
(14:42):
handle the news anymore and theonly time I sort of listen to
the news is when I'm working andI'm driving in my car.
I'll have the radio on and ofcourse, the news will come in
and I can't handle it.
And the funny thing is I'veactually switched cars at the
moment and the radio is brokenin the car I'm driving at the
moment and it's just completesilence.
(15:04):
And the funny thing is, whetherI hear it or not, nothing
changes.
Yeah, nothing changes.
Nothing changes.
Everything still continues asit did.
But the only thing that doeschange is my attitude when I
hear certain things on the radio, because I hear agendas getting
pushed that I strongly disagreewith.
There's a lot of agendas beingpushed that I strongly disagree
(15:27):
with.
There's a lot of agendas beingpushed 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 atmy radio just shut the f up.
(15:47):
Like just the garbage thatcomes out of these people's
mouths.
I just think, are we this way?
Are we really this below ourmoral code?
Like it's insane.
And then if I don't listen to it, I don't know, I'm just happy
(16:09):
driving along, I'm bored, likeI'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 themesthat I hear on the news, it it
does get me, it makes me veryreactive, and then it kind of
(16:31):
caters for everyone.
So it caters for me, peoplelike me that really don't put
much faith in the news, but thenthose that do put faith into
the news, it makes it reactivefor them as well.
So they've pretty much takenboth sides of the coin.
So it doesn't matter which sideof the fence you're on, you're
(16:52):
going to be reactive no matterwhich way.
Whether you agree to what youhear or whether you disagree
with what you hear, you're stillgoing to get a reaction from it
.
So now that we're discussing it, it's quite clever really
reaction from it.
Speaker 1 (17:08):
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 inbook 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 10years later, he talks about, he
says it's not.
It's not the audio so much asit is the force of an engram.
(17:31):
That's there, the force, andthat's the suddenness, the
sudden shift of attention, andthat's knocking a person off of
something that they're doing orwhere 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,
(17:53):
covid.
You know, you know it's thatthat the, the Goebbels thing
from the Nazi era was.
You know, the more often yourepeat a lie, the more people
believe it, because there's thisforce behind it.
So you get this sudden shift ofattention which causes pain.
Oh my God, there's a cyclonecoming.
(18:14):
We can't go outside.
Cyclone, cyclone, cyclone,cyclone, cyclone.
You know, or bring it down tothe micro and people that you're
around and what they'reaffected by, even if you don't
listen to the radio and peoplethat you're around and what
they're affected by, even if youdon't listen to the radio, and
you see their behaviors.
Maybe they mentioned somethingand they don't mention.
They heard it from some source.
But I mean as much as peoplelook at their phones and you see
(18:38):
them looking at their phones Imean, you know, there's just
this immediate.
It's like they're on an IV dripof information, whether it's
from their friends who are beingaffected by this sudden shift
of attention.
You know, and it's almost likethere's this, this group
agreement, that this is going tobe painful, this cyclone is
going to be horrible.
I mean, they were doing thatwith these hurricanes, uh, a few
(19:01):
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 andnobody made a big deal of it.
It was just, yeah, you know,but instead it's you, and you
(19:26):
see this more and more and morein society.
How the shift of attention,it's not just a shift of
attention, but it's so manysudden shifts of attention this,
the economy, the weather, the,this, the, that, boom, boom,
boom, boom.
And this turns into a forcewhich gets people to a point of
almost catatonia where they,they, you know the dangerous
(19:46):
environment thing, catatoniawhere they, you know the
dangerous environment thingkicks in and it's you know.
Oh, I had this interesting eventhappen after I left the gym.
I walk six kilometers, 4.1miles home from the gym every
time I go to the gym, 4.1 mileshome from the gym every time I
(20:07):
go to the gym.
And I went in to get a I forgetwhat.
It is one of the big watersthat I get from the grocery
store, from Woolworths, and Itold the lady, I tapped on it
and I said this is my companionfrom my walk home to Walmart.
And she goes Walmart, you know,almost like clutching her
(20:33):
pearls, walmart.
It's like, yeah, and she wasjust that's just dangerous, you
know.
And then you go.
So where, where'd you get thatdatum?
Well, everybody knows that it'sdangerous out there.
You're going to be walking inthe dark.
(20:56):
Yeah, yeah, yeah, you know,yeah, and you know, granted, you
know it's South Africa, butit's the best side of town type
of a thing.
But I mean there was just thisimmediate.
I mean there was a sudden shiftof attention.
You don't want to do that.
Capital letters, yes, you know,and that's a sudden shift of
attention, that's thatmanifestation where somebody has
(21:18):
been fed this information andthey'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 itbecause I saw what was happening
and nothing, nothing goes wrong, but it's.
It's that again, that'sreactivity, that's reactivity
(21:41):
and the.
You know, the next time I go inwell, 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'restill alive I was worried about
you, you know, really, reallyyou know what I mean.
Speaker 2 (21:55):
Yeah, if we get that sort of thing here as well.
Speaker 1 (21:57):
Yeah, yeah, you know, if I don't see him again, I'll
know what happened.
Wow, wow, yeah.
Speaker 2 (22:07):
So you know that, that, that that's on the
conversations you know yeah, andthat's that's more.
On a macro level, like um, likethat creates waves in a
community, um, like I haven'theard much about the ukraine war
.
I haven't heard much about thegaza, what's going on over there
, but I'm hearing about thiscyclone, and then I'll hear
(22:28):
about how Australia hates DonaldTrump, and I'll hear about all
these things that are kind ofirrelevant versus what's
actually relevant, which I findinteresting as well.
Right, when the Ukraine warstarted, australia boycotted
Russian products.
You know what I mean.
(22:50):
Like you'd go to a local puband they'd stop selling vodka
because they were protestingtowards russia.
You know just all these realweird 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 microstuff, like one actual problems
(23:15):
in somebody's personal life?
Speaker 1 (23:18):
Mm-hmm.
Speaker 2 (23:20):
Yeah, like actual real problems to the individual.
Speaker 1 (23:25):
Mm-hmm.
Speaker 2 (23:26):
Well you know it's like Issues with a home, issues
with abuse, issues with theirown anxieties, issues with money
, romance, all those kinds ofthings.
Speaker 1 (23:38):
Mm-hmm.
Well it's, you know, on themicro, the micro, you know it's,
it's.
It's still a sudden shift ofattention.
You know the and and theunknownness to that sudden shift
of attention.
What was that?
You know type of a thing.
So you know you have to.
You have to look at it and go,okay, my postulate is to survive
(23:59):
.
Okay, so what?
So what is it that's preventingmy survival?
And that's a force-counterforcetype of a thing.
And you write down thecounterforces and you go, okay,
now here's the problem.
Okay, so what do I do toresolve that supposed problem?
You know, if it's in anauditing session, oh, I left the
(24:22):
iron on and it might burn thehouse down.
Well, you need the PC to gohome and turn off the iron so
you can get on with the session.
It's the same thing.
You have to look at theproblems and handle them from
the order of what is the mosthandleable.
It's not just what's thebiggest problem always, but it's
what is the most handleable.
(24:43):
Because you can handle sixhandleable problems as if they
were incomplete cycles of actionbecause they really are and get
those out of the way, you'llfind that you have a lot more
ability and capability to handlethese other problems instead of
maybe tackling the primary theogre underneath the bridge type
(25:04):
of a thing first get some ofthose other little things out of
the way, and it gives you anability just like it does in
session handling somebody'sproblems so that you can get the
needle to read and get on withthe session.
It's the same thing.
So you just have to look atthose things that you can handle
right now, because if youhandle the little ones, you can
then handle the big ones and geta lot more knownness into it,
(25:27):
based off of the other unknown,unknownnesses that you can
address.
Get the stuff known that youcan't be known, so that that
allows you less opportunitiesfor sudden shifts of attention
as well, because instead ofhaving six knives thrown at you,
you only have one or two yeah,yeah, yeah.
Speaker 2 (25:49):
And the interesting thing is, even with what you
just said, then like one changeum to one present time problem
can make an incredible impact onyou.
And I think sometimes as wellwe can get really overwhelmed,
(26:13):
especially when we have multiplepresent time problems going on.
Sometimes you know that can betoo much to handle and so a lot
of people will just stop therebecause it's just too much.
It's so overwhelming.
They've got so many issues intheir life going on and so
they'll just stop there.
Yeah, but the funny thing isyou resolve just one of those,
(26:35):
just one.
It'll lift you up in anincredible amount and then, once
you achieve one, you're like,oh, wow, like it was so easy to
handle.
I mean, of course some thingswill be way more confronting,
but the ones that you can handle, like I can't remember which
(26:58):
book it was in where they talkabout the life points.
You know, if you're running at100 life points at your optimum
and then you've had so manypresent time problems occur,
then you're only running off 40points.
And if you achieve just one ofthose things now, you're running
at 41 points.
So you've actually stepped upand in some cases just that one
(27:23):
problem could raise you up to 60, right, you know you're already
progressing in an upwarddirection just just by doing
just just one and the impactthat actually has is is
incredible.
Um, it's.
It's quite interesting how itworks.
And then even sometimes youknow you might have so many
(27:43):
overwhelming and let's say, youroptimum is 100 points and
you're down at 40, but sometimesjust that one can bring you
right up to like 90.
Speaker 1 (27:53):
Sometimes, yeah yeah, You're not stuck at that point
with that problem.
Now you have more mobility andfreedom to move around as a
being up and down these problemsand put more attention units on
them.
So you don't necessarily haveto go after the first big one.
But if you get two or threelittle ones, then you're going
(28:14):
to have a lot more ability tohandle the others easily and
that prevents sudden shifts ofattention.
Speaker 2 (28:19):
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'rebig.
They're all big, yeah, you knowwhat I mean.
Like, we say them as littlebecause the more achievable ones
and more immediately achievable, but they're all big, they all
(28:41):
weigh, they all have a weightabout them, you know, even the
little ones, yeah, and it'sfunny how we say it like that.
You know, oh, you handle yourlittle problems, but they're not
little because otherwise theywouldn't be there, right?
You know what I mean?
Right, it's so funny how weexpress it.
Speaker 1 (29:00):
Yeah, and when you don't look at it, the bigger it
seems to be, because it'suninspected, yeah, 100%.
As soon as you start inspectingit, it reduces in size.
All of a sudden, you kind of goah, okay, yes, yeah, look at it
, look at it, which is.
You know that's what anauditing process is.
(29:21):
Look at it, look at it, whichis.
You know that's what anauditing process is.
Look at it, look at it, look atit, reinspect, reinspect.
And you go, hmm, yeah, yeah,maybe it isn't what I was making
it, because that's the thingthat's.
The problem me feeling about itis 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 lookat.
(29:42):
But the more you do that andthen you go, okay, okay, here's
the solution.
Now, all of a sudden it doesn'thave that bigness about it.
Speaker 2 (29:54):
That's right, yeah, and I think also, when you have
so many going on, you're tryingto deal with those using emotion
, without logic, and so theemotion just really drags you
down and you have no logicattached to it at all.
So by doing these processes now, you can start bringing some
(30:15):
logic in which elevates some ofthat emotion.
Because once you start breakingit down and you realize the
simplicity of it and you think,oh, why didn't I do this before?
Speaker 1 (30:26):
that was so easy right, yeah, but because you're
trying to deal with things?
Speaker 2 (30:30):
yeah, but because you're trying to deal with
things in such a um, anemotional state, you're never
going to be able to do itlogically right.
It's just going to be a fullreactive emotional driving force
saying not too much, too much,too much to handle.
This is, you know, and justthat tiniest little bit of logic
(30:52):
.
If you can force yourself tobring a tiny little bit of logic
in, then you start to seesomething different and then you
start to realize how sillyyou've been yeah, it's almost as
if you've never done it beforewith every one of them, right at
the beginning of it it'sincredible you know, yeah, it's
incredible has that same feeling.
Speaker 1 (31:13):
It's like, oh, this is not a confrontable this
problem.
And that sudden shift ofattention right at the beginning
of it, oh, okay, okay.
And then.
But then you look at the nextproblem, you're like, oh, that
sudden shift of attention rightat the beginning of it, oh, okay
, okay.
But then you look at the nextproblem, 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 aminute here, hang on.
(31:36):
But then, after you do a few ofthose and you're like, oh, this
is a big problem, for somereason the big problem deflates.
And and you're like, oh,there's a big problem, for some
reason the big problem deflates.
Speaker 2 (31:46):
And then you're oh, okay, I can I can do this, all
right, yeah, yeah, yeah.
That's all you got to do.
I do have to admit, though, Ithink once you realize that you
can solve problems, you can comea 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 bedriving you emotionally, but
(32:11):
they're still there and they'restill dragging you down somehow,
and so you go through thisprocess and you smash out so
many things and you're on yourway, 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 createan over-logical basket as well
of things to handle too thathave no emotion in them, like
(32:35):
the other end of the spectrum,but there's still present time
problems affecting you.
Speaker 1 (32:40):
Yeah, yeah, you can put them in a different light,
and you know you.
And then that that light wouldprobably be procrastination or
you know a whole more beer.
But you know you have to.
You have to approach it fromthe viewpoint am I just not
using this?
And is that, what that?
What that is?
You know and and when?
(33:01):
When you do and you spot it,then you get the source off of
it as far as what yourconsideration is, because a
consideration is senior to thephysical universe.
Then all of a sudden you startto get it in the right light.
But you have to sit there andbe honest with yourself about it
, you know.
Speaker 2 (33:18):
That's right, that's right.
So I think the overall answeris if you've got some present
time problems, resolve them.
Whether you're okay with themlogically, whether you're not
okay with them emotionally, thetrick is to deal with all of
them.
Speaker 1 (33:38):
Help yourself out by you know handling it on a
gradient, and then you'll findthat that you can handle the
other, the other, bigger ones,and then you'll start providing
solutions for yourself once youdiffuse a few of those and the
flows start flowing in.
That's.
That's what happens is you openthe open the flow because
you're disarming some of thesecounter flows by handling the
(33:59):
ones that you can comfortablyface.
I mean, you know, that's theway Dianetics works.
Find an incident you cancomfortably face and that works.
Even if you have to approach itfrom the standpoint of victim,
it still gets the job done.
And then you go from there andthen you find out oh, I am a
cause and you got it whipped.
Speaker 2 (34:19):
Well.
Speaker 1 (34:19):
I hope this has been and it's interesting as well.
Speaker 2 (34:21):
Go ahead.
I'm just gonna add one morething, but um, it's, it's
interesting as well.
Like that self-discovery andthat self-doing around your
present time problems, um, has abigger impact than you think,
because not only does it do yousee other people struggling with
the same things that you oncestruggled with once you resolve
(34:43):
it, but your patience with otherpeople and your understanding
with other people growssignificantly as well, which, in
turn, automatically makes youless reactive to other people's
situations as well, because younow have a much greater
understanding.
Because you now have a muchgreater understanding, and it
just has this incredible I don'tknow if you'd call it patience
(35:07):
probably more just understanding, I think Understanding for
people around you as well thatmight really be struggling
similar present time problems,that you can almost spot it
physically on other people, whattheir issues may be or what
their present time problems maybe.
(35:28):
It's really interesting howcertain things impact our
physical bodies in very similarways where it can become
observable.
Yeah, yeah very observable tothe degree you grant yourself
beingness is to the degree thatyou can grant others beingness
yeah, and if you've got a wholeheap of present time problems
(35:49):
running on, it's going to bereally really hard to grant
other people beingness.
Speaker 1 (35:54):
that's right.
That's right.
And you find your ability tocreate is a lot lower with
present time problems and youget those out of the way to the
degree that you can be creativeis to the degree that, with
present time problems and youget those out of the way to the
degree that you can be creativeis to the degree that your
present time problems arenon-existent.
Yeah, that's a keeper there.
If you don't feel creative, yougot present time problems We've
(36:19):
been talking about here in thepodcast.
If you can't get in session andyou can solve it by handling
the little ones first and thenyou'll start to feel yourself
being more creative.
You can grant yourself beingthis because you're being a
cause over these things, andthen you find yourself a lot.
It's a lot easier for you togrant others being this as well.
Speaker 2 (36:39):
Yeah, a hundred percent, a hundred percent.
Speaker 1 (36:42):
Well, I hope this has helped everybody out kind of
dissecting this the sudden shiftof attention at present time,
problems and problems of longduration and take it to heart
and make your life a lot simplerand always approach problems on
a gradient and handle thelittle ones first and get one
(37:03):
leg over the fence and get theother leg over the fence and
have some compassion foryourself and don't beat yourself
up so much, because we all tendto do that and and it's it's
not good for you, you know?
No, it's not.
You are your best friendterrible.
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
(37:25):
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 thispodcast.
Thanks for listening and we'llsee you for another one in a day
or two.
Take care, namaste, and we loveyou, thank you.
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