The concept of "Luddite" has evolved from its 19th-century English origins, where workers protested mechanized machinery that threatened their jobs and livelihoods.

Today, the term often refers to anyone expressing caution or resistance to new technology, notably in fields such as artificial intelligence or workplace automation.

Modern so-called Luddites are not necessarily against technology itself; rather, their skepticism often focuses on the way technology is introduced and its impact on job security, labor rights, and power dynamics within organizations.

The label can be used to dismiss thoughtful critiques, even those from respected figures like Elon Musk or Stephen Hawking, who have urged caution regarding rapid technological change .

Workplace resistance to technology stems from psychological, social, and economic causes.

Psychologically, employees may feel anxiety, fear of the unknown, or discomfort when change threatens their competence or routines.

Many prefer the status quo even if new systems offer benefits, a response known as "status quo bias."

Feelings of imposition, or reactance, intensify when employees perceive change as forced upon them without consideration.

Constant technological updates can also lead to fatigue, as employees struggle to keep pace .

Socially, resistance often arises when employees are excluded from decisions that affect their work.

Poor training, lack of support, and misaligned workplace tools further intensify opposition.

Economically, workers fear job loss, reduced influence, or unclear benefits from change.

Overall, resistance is less about rejecting progress and more about concern for fair treatment, inclusion, and shared benefit.

Understanding these factors is key to building rapport and fostering a supportive atmosphere amid technological change .

The concept of "Luddite" has evolved from its 19th-century English origins, where workers protested mechanized machinery that threatened their jobs and livelihoods.

Title:

Content: Andrew Luck Finally Upgrades His Flip Phone … To Another Flip Phone

Intro: Andrew Luck has made it clear that he’s not interested in joining the world of smartphones. He’s just fine with his flip phone, and he finally got an upgrade this week.

INDIANAPOLIS — Has Andrew Luck finally turned in his ancient flip phone for a smartphone?

No. No he has not.

But, he did get a new flip phone this week.

The Indianapolis Colts quarterback on Thursday shared on his Facebook account that his mobile carrier had hooked him up with a new phone.

In June, Luck became the recipient of the most lucrative contract in NFL history, and many wondered if the fifth-year Stanford product was going to splurge on the newest smartphone for himself.

"One, I like it. It's a comfort thing," Luck said of not giving up the flip phone lifestyle. "I think anybody can appreciate that, if you're used to that. … Two, I don't think I want to be connected 24/7, and this phone is maybe sort of a reminder that you don't have to be connected. And it's nice to get away. It's nice to turn your phone off."

Luck's phone at that time — and his new one, we assume — can send and receive text messages, and for all the newest crazes in apps and technology, he says he has an iPad.

"What else do you need?" Luck asked. "I'm not a Luddite."

Luddite | Ludd·ite | Noun: "One of a group of early 19th century English workmen destroying laborsaving machinery as a protest; broadly :  one who is opposed to especially technological change." Thank you, Merriam Webster.

Nice word choice, Andrew. Looks like his "Andrew Luck Book Club" is paying huge dividends.

While many of us (including the author of this article) remain glued to their smartphones, Luck is obviously content with what's gotten him to this point in life.

Smartphone or flip phone — or rotary phone — he's back on the field and healthy for the Indianapolis Colts, and that's all that should matter to his fans and his organization.

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Today, the term often refers to anyone expressing caution or resistance to new technology, notably in fields such as artificial intelligence or workplace automation.

Title:

Content: The new is the old well forgotten.
Where in the Network there was a fashionable insult to the opponents of AI
In the Internet discourse, deep in the study of sarcastic comments of anonymous persons, you can find the term "Luddite".
This label is often referred to as people who dare to express the slightest inclination to inhibit the constant development of artificial intelligence (AI).
Related video
Interestingly, such prominent figures as Elon Musk, Stephen Hawking and Bill Gates have been awarded the Luddite Award, which is recognition of their cautionary position regarding the potential dangers associated with artificial intelligence.
During the ceremony, Robert D. Atkinson, the organizer of the award, noted: “Unfortunately, luminaries such as Elon Musk and Stephen Hawking have contributed to the feverish refraction of hands about the impending apocalypse of artificial intelligence, ” writes IFLScience.
In Focus.Technology appeared its own Telegram-channel.
Subscribe not to miss the latest and exciting news from the world of science!
Atkinson also explained: "Do we consider any of them personally Luddites?
No, of course not.
They are pioneers of science and technology.
But they and others have done a disservice to the public — and undoubtedly have helped and comforted the increasingly common neo-Luddist impulse in modern society — by demonizing AI in the popular imagination.
But how did the term come about?
Its roots can be traced back to the early 1800s in England.
Before the industrial revolution, skilled craftsmen who knew a lot about textile production made clothes using their own machines and specialized tools.
However, a situation arose when new technologies and methods of mass production appeared, as a result of which artisans were unable to compete.
The result was a movement whose purpose was the destruction of the textile industry and the destruction of new machines.
Although there is some truth to this story, it does not reflect the whole essence of the Luddite movement.
Their actions were not driven solely by a reaction to new technologies; rather, they were a response to the profound transformations taking place in their professional activities.
While it is true that they often attacked a knitting machine known as a stocking frame, as well as other mechanized fixtures, their main concern was the labor practices associated with these machines.
Kevin Binfield, editor of the Luddite and Compassionate Works, explained their motives: "They simply wanted machines to produce high-quality goods, and that these machines employed workers who had been trained and received fair wages.
It was their only concern. ”
The nickname "Luddites" comes from the nickname "Ned Ludd", an apocryphal figure who allegedly sabotaged a textile factory in 1779, although historical evidence suggests that this man was most likely a fictional one.
In a 2007 paper, researcher David Linton explained: “Some say that a young man, possibly with cognitive impairment, named Ned Ludd once misunderstood an order and accidentally broke his frame machine.
Others argue that this was done deliberately, in a fit of anger.
Whatever the motive, it seems to have become a joke phrase that whenever the machine breaks, for whatever reason, you can say something like, "Ludd must have been here."
From this construction, it is a short step to the ironic application of the name Ludd to vandalism for political purposes. "
Between 1811 and 1816, the Luddite movement held sporadic and somewhat unorganized protests, characterized by the destruction of cars and the burning of factories.
In response, the mill owners resorted to extreme measures, using deadly force against the Luddites.
In April 1812, there was a grim turning point in Huddersfield, where at least four people died at the hands of the mill owners.
In retaliation, the Luddites killed the owner of the mill, William Horsfall, who boldly declared his intention to "smear himself with Luddite blood to the saddles."
Horsfall was shot while sitting on his horse.
Faced with these uprisings, the government immediately sent thousands of soldiers to quell the protests.
Moreover, they adopted a law according to which the breakdown of cars was subject to the death penalty or sending to colonies.
Subsequently, the movement dissipated, but the stable expression "Luddite" could not accurately convey the ideals and goals of the Luddites.
Previously, Focus wrote about the first IPSO in the history of mankind.
It turns out that it was invented in Babylon and it concerns the Flood.

Modern so-called Luddites are not necessarily against technology itself; rather, their skepticism often focuses on the way technology is introduced and its impact on job security, labor rights, and power dynamics within organizations.

Title:

Content: Brian Merchant, author: “Luddites are more dangerous to the rich than Robin Hood”

The Luddites have been a great historical resource. Any showy enemy of anything that looked like technological progress has been called a Luddite. Today with generative artificial intelligence and its critics, the word has been revived. The author and journalist Brian Merchant (Iowa City, USA, 1983) saw it coming and has written a book that reviews the Luddite revolt in England at the beginning of the 19th century and its similarities with current technologies: Blood in the Machine (Blood in the Machine, currently without a planned edition in Spanish) thus explores the origins of the current revolt against big technology.

Although the book has appeared in the midst of the AI hype, Merchant began his research a decade ago: “Uber was growing and it was beginning to be seen that it was having a hard impact on taxi drivers, I heard the term Luddite from the pro-Uber sector and wrote an article titled You don't understand anything about Luddites”. Now in his book he remembers that the Luddite revolt was a labor struggle, not anti-technology, at a time when unions were prohibited. In a conversation with EL PAÍS from his residence in Los Angeles, Merchant clarifies the historical impact of the Luddites and the possible similar struggles that are being played today in Silicon Valley.

1. The Luddites were not against progress

The labor revolt over the loss of rights was more important than the destruction of textile machines: “The biggest mistake about the Luddites is to say that they were against technology and progress,” says Merchant. “They were against certain technologies because they recognized the way in which they were going to be used in their context against them as workers. It was a labor movement, against poverty, not anti-technology. The British Government began to mold them in this way almost immediately, it was keen to mock the Luddites and present the argument that they were against progress. It is very similar to how today people in positions of power in technology companies accuse those who complain about poor working conditions. It's the same story for 200 years.”

The book quotes a phrase from historian Eric Hobsbawm that explains this stage: “It was collective bargaining through riots.” According to Merchant, this tactic in a workers' struggle was very powerful for two reasons: “First, it was symbolic because everyone understood that what they were destroying was not just a machine. It was also the specific machine used to transfer wealth from the workers to the employer. Second, it was useful because they destroyed the equipment that businessmen needed.”

2. Why Robin Hood is better accepted than Ned Ludd

Ned Ludd was a legendary character. No one knows for sure if he existed. It was the legend of a teenager who would have broken the first machines at the beginning of the Industrial Revolution. In 1811, rebellious workers used his legendary name to sign letters and further scare: “Ludd probably never existed. But the incarnation of it would become a mascot, an organizational tool, a wink: a powerful 19th-century meme,” Merchant writes.

See also  The Commander of the Land Forces meets in Muscat a number of Omani military leaders

Ludd lived near Nottingham (United Kingdom), like another legendary figure who has been better treated by history. There must be a reason, says Merchant: “The Luddites organized a popular and powerful rebellion. People wrote popular songs about them. They were like Robin Hood. But it is interesting that Robin Hood has endured as a positive light, while the Luddites have not. He suggests that the myth of Ned Ludd is in some ways more dangerous to the elites and the wealthy than that of Robin Hood, which is a little more nebulous and open. The Luddites say: go ahead and break the machines of your oppression. Robin Hood says: steal from the rich and give to the poor. “I think that’s a little more tolerable.”

3. How are they similar to today's problems?

The background of the book is that the history of the Luddites is similar to what happens today in Silicon Valley, where a small group of corporations dominate new technologies. “The way technologies are developed has basically not changed. You have a handful of people with access to enough capital or political influence to be able to build a factory and use automation technologies. “Back then, the most aggressive owners didn’t ask anyone how to find a way to make this a win-win.”

Merchant has received criticism for equating the great businessmen of 19th century England with 21st century America. But there are details that he does not see that far away: “The technology development process is in some ways even more undemocratic today than then. There is this immense pool of capital available to Silicon Valley innovators through venture capital. Uber wasn't profitable for 10 years, but they had access to that capital. Did anyone really like that? Did it work for workers and delivery people? Nothing mattered, they just had more money and moved on.”

See also  Just the mystery

The label can be used to dismiss thoughtful critiques, even those from respected figures like Elon Musk or Stephen Hawking, who have urged caution regarding rapid technological change .

Workplace resistance to technology stems from psychological, social, and economic causes.

Title:

Content: This content is part of the Conference Coverage: Everything Enterprise Connect 2021: News, trends and insights

UC user adoption training must evolve for hybrid work

Learn why industry leaders at Enterprise Connect said user adoption training is key to UC success in the hybrid workplace -- and how employee experience platforms can help.

The COVID-19 pandemic dramatically changed how people work. The adoption and use of unified communications tools, for example, skyrocketed to support remote workers. But, as workflows have changed, organizations must alter their approach to supporting end-user adoption of new tools.

At the start of the pandemic, organizations rolled out whatever tools they felt necessary to support remote work. As a result, employees learned how to use the tools on the fly as the traditional methods of user adoption training -- such as classroom-style trainings in the office -- were no longer possible.

Now, as organizations have become more strategic about their unified communications (UC) investments to support a hybrid workplace, they must also consider employee training to ensure adoption success. There is a direct correlation between preparing end users before deploying a new tool and user productivity post-deployment, COMMfusion LLC President Blair Pleasant said.

Most end users who felt they were well prepared with training before a deployment believed the new tool made them more productive, according to a BCStrategies survey of end users and IT leaders. Of those end users who said they weren't adequately trained, only 17% said they felt more productive.

Pleasant and other industry analysts and leaders spoke at the Enterprise Connect virtual conference. One key topic was the importance of supporting user adoption in a hybrid workplace to ensure UC deployment success and employee productivity, regardless of location.

Hybrid work means new training models

As organizations think about user adoption programs in a hybrid workplace, they have to ensure training is equal for both remote and office-based employees, said Eric Hanson, chief marketing officer at cloud-based communications provider Fuze.

Some user adoption training methods, like classroom-style instruction, will be set aside as employees work remotely. Other training strategies will emerge, like Yammer community forums, to create more of an online discussion, said Alan Shen, CTO at IT management software provider Unify Square.

Video training will also be key, especially to recreate the feeling of in-office training. For more successful video training, organizations should consider virtual events that combine real-time activities with asynchronous, on-demand content, Hanson said.

Training structured with synchronous and asynchronous content can address the different ways people learn and create a more engaging experience, he said. On-demand materials can also be used for reference after a training session.

"Adoption isn't something that happens right after deployment," Hanson said.

However, using video for training can be challenging, despite the overall growth of video across organizations, Pleasant said.

"The problem is end users can do it on their own time, but it doesn't mean they're going to," she said.

Training goes beyond business workflows

Organizations need to remember that UC tools are not just for business workflows and communication.

"When deploying new technology, we just think about the technology," Pleasant said. "We don't think about the organizational changes, the cultural impact and change management."

Rolling out a new application or system is not the main and end goal. The deployment needs to help employees collaborate more effectively, she said.

For example, many employees have used UC tools not just for collaboration workflows, but to maintain company culture and personal connections with their co-workers during the pandemic. User adoption training could include educating employees on how to use a new tool for social communications, like virtual happy hours, to support team cohesion, Shen said.

Employee experience platforms support user adoption

While training is key to boost user adoption, a major roadblock to adoption is the actual experience when using the tools. According to a global Omdia survey on the future of work, the biggest barrier to achieving successful outcomes with digital workplace technology is employee resistance.

"It's not a surprise as employees and line-of-business decision-makers have an idea of what tools they need to be successful, and IT isn't listening to them," Omdia analyst Tim Banting said.

According to the survey, 45% of companies said the IT department determines the need for workplace tools and makes the final recommendation. Only 15% of companies involve other stakeholders in the business when making buying decisions.

The result of not including employees and lines of business in buying decisions is not achieving ROI because employees aren't using the tools, he said.

Employee experience platforms can help highlight where user adoption is faltering and where more training may be necessary.

Addressing the gap between performance and experience

The operational data and application performance metrics that IT sees do not always reflect what employees are experiencing, said Johnny Russ, general manager of employee experience management at Qualtrics, a provider of employee experience tools.

IT may see data about the tools employees are logging in to or the number of help desk tickets filed, but they don't see data around situations where employees are logged in to an app but having frustrating UX.

"We're often missing appropriate understanding of why this is happening," Russ said.

Employee experience platforms, such as Qualtrics and Microsoft Viva, can provide greater insight into how employees are engaging with tools through features such as training effectiveness surveys, pulse surveys and AI-driven analytics. Without these metrics, IT could have a hard time addressing UX.

Or, as Pleasant put it, "You can't fix what you don't measure."

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The Right Way To Evaluate A Technology Solution For Your Organization

Founder and CEO at Ludi, Inc., a healthcare technology company making it easy for hospitals to pay physicians.

Selecting a new technology for your company can be daunting. Organizations usually begin this process with a desire to either streamline or solve specific pain points. Regardless of your specific needs, implementing new technology will involve change. For your organization as an entity, change can be great. Change can reduce inefficiencies and errors, as well as usher in new opportunities. But for the people who work for your organization, change can trigger anxiety and ultimately resistance to the new technology. Here are six things to keep in mind when evaluating new technology:

1. Identify your problem. It sounds simple, but many organizations jump straight to the solutions they find appealing. If you focus on the true problem you’re trying to solve, you will stay goal-oriented while searching for a vendor.

2. Keep an open mind. You may have seen a solution you find appealing, but remember that you don’t know what you don’t know. The technology partner you choose should be an expert in the field and may offer you products that you didn’t even know existed. Stay open to new ideas and solutions. One of the things I’ve noticed is prospective clients saying, “We can’t buy this product unless it handles this exact case we’re trying to solve for.” That’s not always the most effective approach because it doesn’t take all the variables into consideration. For example, my company works with hospitals to streamline complex physician payment structures. The hospital may have had the doctor recording their time one way because they were using a paper system and approvals needed to be checked in a certain manner for that doctor to get paid. Once you eliminate paper, though, in that particular scenario, everything is up for discussion – not just the way doctors record their time, but the entire physician payment process at the hospital. Rigidity will not benefit you when evaluating new technology.

3. Get your people on the same page. Meet with department heads to pull together all the pain points that need to be solved. You must be comprehensive during your internal review because needs come out differently across different departments. You may not be able to solve everyone’s problem with the new technology, but it’s important to align your team before you bring in a vendor. Then prioritize your needs. Once your departments agree on the priorities, be clear with your team on who is making the final decision. Departmental input is important, but knowing who the purchaser is within your organization is equally important. Remember: Don’t lose sight of why you're buying this technology. Keep the ultimate purpose in mind.

4. Consider internal change management. Change is difficult for many of us, so it’s important to stop and consider the people who will be affected by this change. Resistance to change can originate from any of the following: loss of control, insecurities about competence, feeling defensive about past work, concern about more work and general uncertainty. Be proactive in preparing your staff for a change, because all of these responses tend to have a ripple effect in corporate cultures.

5. Focus on the future. If you’ve ever bought a house, you know that there are things you didn’t know you needed until you lived with your investment for a few years. Technology is no different. You may have a list of goals for your business, but there is no telling what you’ll need 10 years from now. The best technology partner will be flexible enough to support your organization as it grows. How can you find a partner with this type of future-focused outlook? See point number two.

6. Listen and be patient. The people delivering technology solutions in the market are experts and can offer you insights into the industry. I suggest finding a solution that can handle 90% of what you need out of the box. Work with your solution provider and try their out-of-the-box solutions for 90 days before you decide what you need next. Make sure the product you choose is flexible enough to grow with your business, but resist over-customizing the product because that can back you into a corner.

Technology solutions truly can help you streamline and standardize your business. Time spent organizing what problem you are trying to solve will make the search much more efficient. While there may not be a solution out there that does everything you hope to accomplish, keep an open mind and you'll find a solution that's right for your specific needs.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

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Lessons Learned Selling Digital Transformation In A Risk-Averse Industry

Michael W. Levin, CEO and co-founder of Ideon.

In a 2018 McKinsey survey, 80% of respondents said their organizations had undertaken a digital transformation in the preceding five years.

And that was before the pandemic, which has, to say the least, accelerated such changes.

Of course it has. I’m preaching to the choir when I posit to this audience that digital change is necessary for the survival of almost any organization today, business or otherwise. That’s certainly the case for the industry in which my company operates—health insurance and employee benefits—and especially so for carriers, in part because of the rapid rise of InsurTech, which is helping to drive digital innovation throughout the industry.

And yet.

All too often, selling digital transformation within large organizations is an uphill battle. That’s especially the case at organizations in established industries—with ways of doing business that can sometimes date back decades—and is even more a truism if those organizations have a predisposition to manage risk. There are many reasons for this, of course, but three fears play a key role.

• Fear Of Change: It's human nature to favor the familiar over the unknown. We prefer what we know, even when shown a superior alternative. So it’s understandable that executives accustomed to analog processes may be wary of digital ones. There’s an entire field of study, behavioral economics, built around the status quo bias.

• Fear Of Loss: Digital transformation requires investment. And as a general rule, humans react twice as strongly to the loss of a given amount as they do to the gain of the same amount. So unless the ROI for a digital transformation project is clear and convincing, certain colleagues will tend to resist spending money.

• Fear Of Mortality: Not literally, of course. But bosses and employees alike often associate digital change with staff reductions. But even though such relationships are unclear, some executives resist change if they believe it will lead to a loss of headcount or otherwise erode positions of power.

The Way Forward

So how can an organization’s evangelizers persuade colleagues to embrace change? There’s no simple answer, but my experience over the years helping insurance organizations embrace data transparency and connected ecosystems suggests that four strategies—on their own or in combination—can help break through most institutional roadblocks:

1. Align proposed changes with business goals. Change for modernizing’s sake is one thing. Change that helps achieve already established goals is something else entirely. Good leaders are generally driven by big-picture aims. Tying digital transformation to company priorities allows evangelizers to harness existing momentum rather than requiring them to start from scratch.

2. Create your own stakeholders. Whatever their personality, human beings are much more likely to support an initiative if they feel invested in it. Quite frankly, we value something more when it's ours. And the best way to create investment in the idea of change is to involve colleagues early in the transformational journey. Ask the appropriate decision-makers or influencers for input about their problems and possible solutions. If the digital transformation you seek is the logical conclusion to that process, otherwise resistant colleagues will more likely support the idea because they had a hand in getting there.

3. Marshal your facts. Before investing resources in digital transformation, decision-makers want to know that it will pay off. Prepare information—statistics, research findings, anecdotes—on the ROI of digital transformation. Seventy-six percent of employees surveyed said having the digital tools they need makes them more productive. Additionally, Harvard Business School technologists report (paywall) that companies with the most effective digital transformations have higher net income than those with less-successful digital transformations. Data points like these can motivate leaders to prioritize tech imperatives.

4. Leverage FOMO. Regret aversion is a powerful thing. That is to say, many people are not as afraid of making a bad decision as they are afraid of feeling bad about a decision they made. It’s one reason people follow the crowd. We don’t necessarily believe that other people are smarter than we are. But many of us do believe (if only nonconsciously) that if we follow the lead of others we will have company if our decision turns out to be unwise. Regret aversion bias can be leveraged powerfully when selling digital transformation by framing a failure to adopt change as leaving an organization alone in the dark while the rest of the industry—or even its cutting-edge leaders—moves toward the light.

I know there is a reliable path to digital transformation because my firm has seen dozens of clients and partners complete such journeys. But accounting for the inevitable challenges, both structural and psychological, is key to achieving success.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

Feelings of imposition, or reactance, intensify when employees perceive change as forced upon them without consideration.

Constant technological updates can also lead to fatigue, as employees struggle to keep pace .

Title:

Content: Elon Musk fired his staff with a letter.
This is how online communication has made the job market tougher.
During the 1998 film “You ’ ve Got Mail, ” starring Tom Hanks and Meg Ryan, the tone of the e-mail alert was very comforting for the two protagonists, as they knew they would read pleasant sociable words from the sender.
But contrary to what the scenes of the romantic film showed, the tone of the e-mail alert in real life may carry a bad surprise news that you did not expect.
This is what happened to Twitter employees this month.
An employee who has been working for years somewhere, on his daily way to work, hears from his phone an alert telling him that he receives an e-mail, quickly passes his eyes on the shocking message that the company he works for is going through “the difficult process of shrinking the global workforce, which will affect the number of individuals who have made valuable contributions to the company, ” and that he has to check his email again at a specific time. He'll be fired.
That was what actually happened with Twitter employees after billionaire Elon Musk took over the site, according to the Washington Post.
After receiving the email, some workers have already lost access to internal systems such as email service and the Slack messaging app, one of the company ’ s employees told the newspaper that in the hours after receiving the message, the number of employees began to dwindle in Slack channels, people were falling like flies.
Imagine years of your life and hard work ending up for somewhere with a dry, direct email.
You won ’ t see a grateful look in your manager ’ s eye for your efforts, you won ’ t hear the sorry tone of voice that tries to ease the decision and tells you that no one wanted this but it was forced against everyone, there is no human contact here and you don ’ t even get the right feelings of gratitude and regret from your workplace after years of effort, there is only electronic communication, and dry language that tells you specific information and actions to do.
Harsh work environments
It can be considered that electronic communication has contributed - in some way - to the increase of the severity of the different labor markets, not only dismissal through the electronic space, the severity of electronic communication imposed itself and tightened its grip even on the steps of the business cycle itself, after changing the way companies communicate with employees, customers and suppliers.
More recently, the spread of the novel coronavirus (COVID-19) pandemic has accelerated this huge shift in communication towards the point of no return.
During the epidemic, many organizations reimagined their communication systems with their employees, replacing them in favor of flexible working from home in whole or in part.
Digital communication has become the leading force in this new way of working.
The definition of electronic communication at work includes all forms of online communication of an organization or company, from the use of electronic messages to the transmission of information via digital media (2).
As electronic communication has become prevalent in many organizations and companies, there is therefore more dealing with video conferencing tools such as Zoom, and messaging channels such as Slack or WhatsApp, which also means a shift in the culture of communication and communication between the workplace and employees.
Good workplace communication ensures employees have the information they need to perform well, build a positive work environment, and eliminate potential deficiencies.
Effective communication must convey information accurately, while maintaining or improving human relationships.
This year, an expert market survey found that 28% of employees cited poor communication as a reason for not being able to finish projects on time (3).
The Inbox That Changes Our Lives
Well, email in particular has had a profound impact on communities by changing how humans communicate.
It has significantly reduced the use of traditional mail, with a 2013 study finding that email has achieved 92% replacement of written messages as a means of personal communication.
A simple observation of the reality around you now can see that it may not be limited to traditional mail, e-mail has replaced social visits and phone calls as well.
At work, companies and large organizations use email systems as an important communication link between management and employees and between employees and each other. Your manager does not need to come to your office or call you or even call you on the phone to ask you for a task.
It is true that business messages can now be received via various chat apps available on smartphones, but email is still the most prevalent form of electronic communication within organizations, and the increasing use of mobile devices in business has given the email experience a new dimension (5).
Thanks to email, employees can interact and collaborate without having to have a face-to-face conversation, which is not entirely positive: according to a paper published by Cyber Psychology, a lack of direct communication often leads to misunderstandings, especially when it comes to humor or sarcasm, which can reduce communication effectiveness.
Although one of the most important advantages of electronic communication is speed in the completion of tasks and work, rapid communication is not necessarily a good communication, as the excessive use of e-mail in communication leads to many losses.
A company with 100 employees can expect to lose approximately $450,000 a year or more due to serious email errors, inefficiencies, and misunderstandings.
Poor writing skills are one of the biggest problems with email.
A recent study by the National Writing Commission found that U.S. companies spend as much as $3.1 billion annually to address the writing deficiencies of their employees.
These shortcomings constitute ambiguity in the required statement, incomplete information and excessive information, as well as among the most prominent errors that the mail is written in a harsh or demanding tone.
On the other hand, sending departments dozens of emails is a growing problem for many workers.
Sometimes employees are overwhelmed with follow-up emails, which may force them to ignore other important job duties.
On the flip side, managers who spend a lot of time reading and responding to emails from partners, suppliers, employees, and customers have less time to train and motivate their subordinates.
But the costs of email ultimately fall disproportionately on the recipient, who has to deal with excessive amounts of messages and requests as quickly as possible (5).
Less communication and more stress.
Workplace communication may have been a source of stress and anxiety for employees and workers long before the digital age.
Imagine your boss coming out of his office and telling you to catch up with him in his office, or calling you to get a status report on a particular project, these types of situations always generate stress and anxiety.
You may think that electronic communication has eased the severity of this because it is no longer required to be direct communication, and you no longer have to control the emotions of your face and the tone of your voice and body language if you hear from your manager what bothers you, because all he will get from your reaction, in the case of electronic communication, is a few words he will read from behind his screen.
With the shift to new technology to facilitate conversations, communication has become easier and faster, but its effectiveness has been significantly reduced.
After the boundaries between our professional and private lives collapsed, the employee ’ s communication with the manager or employer is no longer limited to official working hours, the employee may be eating dinner or putting his children to bed while receiving a work letter from his company; creating a sense of the need to work 24 / 7.
Additionally, the speed of digital communication can make employees feel that every message they receive requires an immediate response; which in turn creates more stress.
The researchers found that when employees receive an email after working hours, they tend to overestimate the speed at which the sender expects a response.
This phenomenon is known as "email urgency bias" and has been linked to lower well-being and higher levels of job stress (7).
Also, there is an additional level of anxiety represented by those three small points that indicate that the person opposite you is writing a message to you at the moment, when these points appear next to the name of your boss, they give you time to imagine and analyze what he may be saying excessively, and because they know you are connected to the Internet, there is pressure to respond as quickly as possible, even if you are doing something else.
It can be said that electronic communication has managed to create a whole new layer of complexity in dealing during the work, instead of direct communication that allows to explain the intended meaning and communicate it more smoothly and allows to ask questions and get a direct and quick answer to them, it turns into a long series of messages on professional communication platforms.
(8).
Morning messages screaming at you!
Let's give you more hair, Beta.
Imagine waking up in the morning to an email in your inbox written entirely in capital letters, that message excites your senses, and makes you pay attention much faster than the cup of coffee you sip.
By using the “Caps Lock ” key and putting an exclamation mark at the end, your co-worker or boss has done the equivalent of yelling at you during a direct communication.
These “glaring ” emails are on the rise dramatically in different work environments (9).
In a 2009 study, more than 90% of professionals surveyed said they had experienced abusive and possibly abusive email exchanges at work.
During the same study, research was conducted into the impact of cyberbullying in the workplace on employee job satisfaction, organizational commitment, and intention to quit.
The survey results showed that e-rudeness was negatively associated with employee job satisfaction and organizational commitment, and employees who experienced e-rudeness were also more likely to quit their jobs or engage in negative behavior against their organization (10).
Studies have also shown that dealing with rude emails at work can create long-lasting stresses and affect the recipient ’ s well-being.
In a simulation experiment, participants who received such messages from their boss experienced more negative emotions, and found it difficult to continue participating in work tasks and answering questions correctly.
During the study, 84 participants completed a series of math tasks while interacting with a non-supportive supervisor via email.
Data was collected on energy, mood, ability to perform tasks and participate.
The results indicated that participants reported higher levels of negative impact and lower levels of energy after working with a non-supportive supervisor, compared to the group that did the same things while receiving an email from a supportive supervisor.
In addition, participants who received negative mail performed significantly worse on math tasks (11).
The stress associated with email rudeness can also pass into family life, where the employee ’ s family bears the brunt of the stress caused by email rudeness.
A study of couples indicated that employees conveyed their stress to their partner over the weekend.
(12)
Finally, let ’ s point out that email rudeness doesn ’ t just mean outright insult, it also includes ignoring you from the other party.
A special study in this regard suggests that there are two distinct forms of impolite emails: the first is insulting remarks or active rudeness, which are messages of an aggressive, overt nature.
The second type is ignoring or silent treatment, which some consider negative rudeness, which in turn leaves people stuck and struggling with their negative thoughts and uncertainties (13).
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
Sources:
Source: The Island

Socially, resistance often arises when employees are excluded from decisions that affect their work.

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Swipe your badge or get fired? Employers and workers face a reckoning over returning to the office.

  • Employers are hardening demands for workers to return to the office and quashing resistance.

  • But many employees are rejecting the mandates and don't appear ready to back down.

  • The battle has been brewing for years. "It's already an ugly war," one expert told Insider.

Employers across corporate America are hardening their demands for workers to return to their cubicles — and rebuffing employee resistance.

But workers are ready for this battle.

Amazon's top human-resources representative rejected an internal petition signed by roughly 30,000 employees over the company's return-to-office policy. Apple is tracking employee attendance and has threatened action against staff who don't work from the office at least three days a week. And last week, Elon Musk emailed Twitter staff at 2:30 a.m. to remind them of the company's policy, Platformer's Zoë Schiffer tweeted. The "office is not optional," Musk said.

Employees, by and large, don't appear ready to back down. Workers at The Walt Disney Co. are fighting a directive to work four days a week from the office, while Starbucks employees signed an open letter protesting the company's return-to-office mandate.

It's a battle that's been brewing for years. Ever since the pandemic ushered in new ways of working, many people have realized they prefer the flexibility of working from home. Amid a still tight labor market, they've felt empowered to make their preferences known, and many employers have relented.

Today, though, as a recession looms, companies are rolling back perks and demanding workers return to their desks or risk termination. The result: a fight over what the future of work looks like in the US.

"It's already an ugly war, and it's unfortunate," Abbie Shipp, a professor of management at the Neeley School of Business at Texas Christian University, told Insider. "This was a great opportunity to experiment with new methods and customize based on individual needs and companies' needs."

Employers have legitimate reasons for wanting employees in the office, Shipp said. Things like collaboration, mentoring, and culture building are often easier to do in person. But a one-size-fits-all return-to-office policy is counterproductive and gives the impression of a lack of trust, she added.

"We're likely to see these struggles play out for months and maybe years," she said.

The battle of the badge

There are myriad reasons a lot of workers say they don't want to go to an office every day or even most days.

After 2020's COVID-19 lockdowns forced office workers to work from home, many of them discovered the benefits of remote work. Without a commute, they had more time for their families, pets, and hobbies, and many felt they remained just as productive as before.

Three years later, a large number of people have restructured their lives and aren't eager to return to 2019.

"People are saying, 'I had something that was working, and now you're telling me I have to commute, get dressed up, and that I can't pick up my kids from school,'" Shipp said, adding that many companies had overlooked the productivity gains derived from workers who have more time to balance their work and personal responsibilities.

James Bailey, a professor of management at the George Washington University School of Business, told Insider that on one level, workers' resistance to the office was explained by the psychological phenomenon of reactance, or the human instinct to push back when we feel our freedoms are threatened.

"Workers' refusal to go back to the office is like a metaphorical middle finger to their bosses," he said.

While many employees continue to believe they have leverage, Bailey said, employers are capturing the upper hand as the economy falters. The recent banking crisis, on top of stubbornly high inflation, weighs on the economy. Many of the same companies demanding workers return to the office have recently conducted mass layoffs — some more than once.

"A lot of professional-service workers gained power during the pandemic, and they got drunk on this freedom," Bailey said. "But as the economy shifts, and more companies let people go, there's going to be a reckoning.

"If workers don't want a hangover, they're going to have to sober up."

Workers have other options — for now

Yet it's not clear that employers will ultimately win this tug-of-war.

While US workers are now spending more time in the office, workplaces are still half empty. According to Kastle Systems' Back to Work Barometer, which measures swipe-card access, occupancy rates hover around 50% and have barely budged this year.

Despite the drumbeat of headlines about layoffs, many organizations are struggling to hire, and the number of people voluntarily leaving their jobs remains elevated. True, purely remote job opportunities are dwindling, but workers still have other options.

"If companies think that the talent market is glutted because of these layoffs, and they don't need to worry about people quitting, that's a whole new level of shortsightedness," Ron Carucci, a cofounder of Navalent, a leadership and consulting firm, told Insider.

Rigid mandates are the product of "delusional, command-and-control" leadership, Carucci said.

"These executives believe that if you're under my scrutiny — in my presence — you'll be more productive," he added. "They're clinging to a paradigm that's familiar to them, and their inner circles aren't telling them that it's outmoded and not working."

The companies that are managing the transition to hybrid well are evaluating the kinds of work that needs to be done and soliciting employee feedback on how best to do it, Carucci said, adding that they're also mindful of their workers' job satisfaction and engagement.

Carucci said he's not surprised that employees were digging in on "petty scorekeeping."

"Given the choice of quitting or doing something they don't think is sustainable, many of them will quit," he said. "But it's worse if they stay because then they're just marking time."

Do you have something to share about getting called back to the office? Insider would like to hear from you. Email our workplace team at thegrind@insider.com with your story or to ask for one of our reporter's Signal numbers.

Read the original article on Business Insider

Poor training, lack of support, and misaligned workplace tools further intensify opposition.

Economically, workers fear job loss, reduced influence, or unclear benefits from change.

Overall, resistance is less about rejecting progress and more about concern for fair treatment, inclusion, and shared benefit.

Understanding these factors is key to building rapport and fostering a supportive atmosphere amid technological change .


The “Mozart Effect” originated from 1990s studies suggesting that listening to Mozart’s Sonata for Two Pianos in D Major could temporarily enhance cognitive functions, notably spatial reasoning, in adults.

Initial experiments showed short-term improvements in spatial-temporal reasoning immediately following exposure to Mozart’s music; this led to popular claims that classical music could boost intelligence or academic performance, especially in educational settings .

More recent, data-driven analysis has offered a nuanced perspective.

Numerous studies and reviews since 2010, including major meta-analyses, have found little consistent evidence that listening to Mozart universally improves cognitive abilities or learning outcomes.

For example, a 2023 study in people with mild cognitive impairment found that classical music, including Mozart, did not overall benefit or harm memory performance, although individuals who use music for emotional regulation sometimes experienced modest benefits .

A University of Vienna review similarly concluded there is no reliable evidence that the Mozart Effect produces meaningful cognitive improvements, with earlier positive findings likely resulting from study limitations or selective reporting .

Research in classroom environments, particularly with elementary students, is limited.

While some evidence points to improved concentration and task engagement with background classical music, most studies have focused on older students.

The consensus indicates that any positive classroom effects are likely due to mood regulation, reducing stress, and creating a pleasant environment rather than direct academic gains .

Mechanistically, music may support attention, emotional well-being, and motivation by influencing mood and neurochemistry, but these effects are not unique to Mozart and do not represent robust cognitive enhancement .

The “Mozart Effect” originated from 1990s studies suggesting that listening to Mozart’s Sonata for Two Pianos in D Major could temporarily enhance cognitive functions, notably spatial reasoning, in adults.

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The Sound of Success: Ideas in Music for Concentration and Productivity

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Does music help you concentrate? Since we spend a lot of time in front of computers trying to finish our work, wouldn’t it be nice to listen to some of music to help concentrate? Well, music lovers, it seems like Mozart and Beethoven could actually help you with your productivity. Beethoven once said: «Music is where the spirit lives, thinks and invents.»

This relationship between music and the brain is an area that has been intensively explored in research. Many studies point to the ability of music to help employees be more productive and help children in their learning process more effectively. University research in France found that students who listened to music for an hour while reading, scored significantly higher on a questionnaire compared to a group of students who read without music.

Your attention span is better when listening to music

It seems that music for concentration puts students in a heightened emotional state, so that they can be more receptive to information. «It is possible that music causes a change in the learning environment and influenced students’ motivation to stay focused while reading, which led to better performance on a multiple-choice questionnaire,» concluded the french research team in a recent article.

But before you start playing any type, you have to find the music that works better for the type of work you are trying to carry do. For example, the classic from the Baroque period is said to do wonders for brain activity when you are studying or writing. But not all classical music is created equal, so dramatic changes and complicated fugue changes may not be as conducive as a smooth piano piece. So if you have to choose a composer, we would say Mozart. There seems to be evidence that Mozart’s improves mental performance: it is called «The Mozart Effect”.

Build a harmonious space

If you don’t like classical, the discreet sound found in ambient music may work well for you instead. What is the purpose of this if you are not at the airport, you ask? Well, for creative purposes, it’s better than emptiness and silence. According to one of its pioneers, musician Brian Eno: “Background music must be able to accommodate many levels of attention when listening, without forcing one in particular. It must be as ignorable as it is interesting ”.

In fact, researchers have shown that a moderate level of noise, such as that found in the environment, can actually get creative juices flowing. Music with especially low-lows or especially high-highs should be avoided. Certain types of jazz instrumental melodies can also get your brain working.

Music without lyrics

In general, if you are doing work that requires writing, you should avoid listening to music with lyrics as the words in a song are especially destructive to your concentration. Since hearing words activates the brain’s language center, attempting to perform tasks related to another language would be like trying to have a conversation while someone else is speaking to you. But, if you are a cartoonist, and you don’t deal with sentence construction, hearing letters may not have the same effect.

Finally, studies show that listening to music you’re already familiar with may be better if you really need to focus. New songs take you into the unknown and your brain will want to listen closely to see what comes next. With the music you are familiar with you know what to expect, so it doesn’t distract you from your work. And if you like the tune you’re listening to try not to whistle it while you work, as that will only distract you.

The post The Sound of Success: Ideas in Music for Concentration and Productivity appeared first on Mundo Hispanico

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Initial experiments showed short-term improvements in spatial-temporal reasoning immediately following exposure to Mozart’s music; this led to popular claims that classical music could boost intelligence or academic performance, especially in educational settings .

More recent, data-driven analysis has offered a nuanced perspective.

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Content: 4/25/23 · Research

The beneficial effects of music on memory may depend on how it is listened to

The initial results of the study of the 'Mozart effect' on neurodegeneration show that listening to classical music in the background has no benefits for learning
The research has been carried out with people experiencing mild cognitive impairment, and it did find individual differences when listening to 'high-arousal' music

Listening to 'high-arousal' music could have a positive effect on memory for people who are accustomed to using music as an emotional regulator (Image: Clem Onojeghuo, Unsplash)

Given the lack of effective treatments to counteract cognitive impairment, background music has traditionally been proposed as a possible therapeutic alternative for improving memory-related tasks. Its effect has long been the focus of debate, but this relationship has now been found to be possibly determined by new interindividual parameters, which means that it may be more complex than was previously thought. This is shown by research led by Marco Calabria, a researcher in the Cognitive Neurolab group of the Faculty of Health Sciences at the Universitat Oberta de Catalunya (UOC), who is now considering new experiments.

The initial results of the Mozart effect and memory in patients with cognitive impairment (MEM-COG) study, funded by the Spanish Ministry of Science and Innovation, suggest that listening to background classical music while performing memory tasks neither improves nor impairs learning levels among people with mild cognitive impairment (MCI). However, listening to more 'high-arousal' music was found to have a possible positive effect on people who are accustomed to using music as an emotional regulator in their everyday lives, which suggests there is potential for further hypotheses and research.

The study, which has been published as open access in the Journal of Alzheimer's Disease, was carried out with patients at the neuropsychology unit of Barcelona's Hospital de Sant Pau, and involved researchers at the hospital, Montreal's Concordia University and Madrid's Gregorio Marañón Health Research Institute.

There is no universal effect

"We found no general impact concerning the effect of music in terms of whether it had positive or negative effects on learning in cases of MCI, but we did find that it would be modulated for each individual. If people regularly use music as an emotional regulator in their daily life, such as to help them remain calm or for company, they will find it easier to obtain further benefits from music when they have to learn something new," explained Calabria, who has a PhD in Psychobiology.

The subjects of the study were people with mild amnestic cognitive impairment, i.e. they have memory problems as a result of an onset of neurodegeneration that is more specific in the parts of the brain dealing with aspects of learning and memory. The experiments consisted of observing 24 photographs of human faces. Participants were instructed to memorize them, and 10 minutes later, they were asked to look at a new series containing the previous 24 images and 24 new ones, in order to attempt to identify the ones that they had already seen.

A classical choice

The first test was performed with the subjects listening to classical music in the information consolidation phase but not in the recovery phase, while in the second exercise it was repeated with the auditory stimulus during both phases. However, no significant differences were observed in terms of results.

Classical music was used in these exercises because "it's a type of music that falls between relaxing and arousing, and has proven to be the most effective for enhancing memory". Furthermore, the fact that it is instrumental reduces the interference (that can come from lyrics) with the content that the participants have to learn in the memory task.

A ray of light

However, Calabria's team wanted to carry out a third experiment using popular music which was considered arousing rather than relaxing, and after a preliminary study, they used an instrumental version of Un rayo de sol (A ray of light), by the group Los Diablos. In that experiment, according to Calabria, the results suggested that "the use of music as a strategy for mood regulation is associated with better performance in memory tasks."

Ongoing research

This finding opens up the possibility of further research to continue exploring the role of interindividual preferences and attitudes towards music among patients with MCI. The group plans to continue the project until late 2024.

During this time, it will investigate whether background music could be more useful in other cognitive domains, such as in attention and concentration in patients with Parkinson's disease. The experiments will also involve the use of a new infrared spectroscopy device in the Neuro Lab, one of the recently opened new laboratories at the UOC, which will show the activation at the cerebral level while cognitive processes are taking place. This will help to determine whether or not there are any alterations in the brain's modulation, in which areas this takes place, and whether it depends on the type of person studied, regardless of the level of response to music.

In overall terms, this will help to find a type of marker which determines the people most likely to benefit from music in cognitive tasks. "The more we know about how background music shapes cognitive processes, the better the use we can make of music as a therapeutic tool in cognitive stimulation," concluded Calabria, an expert in the study of cognitive processes and a member of teaching staff on the UOC's Master's Degree in Neuropsychology.

This research project receives funding from the Ministry of Science and Innovation of the Government of Spain, and contributes to Sustainable Development Goal (SDG) number 3, Good health and well-being.

Reference article:

Calabria, Marco et al. 'Background Music and Memory in Mild Cognitive Impairment: The Role of Interindividual Differences'. 1 Jan. 2023: 815 – 829. DOI: 10.3233/JAD-221051

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The UOC's research and innovation (R&I) is helping overcome pressing challenges faced by global societies in the 21st century by studying interactions between technology and human & social sciences with a specific focus on the network society, e-learning and e-health.

Over 500 researchers and more than 50 research groups work in the UOC's seven faculties, its eLearning Research programme and its two research centres: the Internet Interdisciplinary Institute (IN3) and the eHealth Center (eHC).

The university also develops online learning innovations at its eLearning Innovation Center (eLinC), as well as UOC community entrepreneurship and knowledge transfer via the Hubbik platform.

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Numerous studies and reviews since 2010, including major meta-analyses, have found little consistent evidence that listening to Mozart universally improves cognitive abilities or learning outcomes.

For example, a 2023 study in people with mild cognitive impairment found that classical music, including Mozart, did not overall benefit or harm memory performance, although individuals who use music for emotional regulation sometimes experienced modest benefits .

A University of Vienna review similarly concluded there is no reliable evidence that the Mozart Effect produces meaningful cognitive improvements, with earlier positive findings likely resulting from study limitations or selective reporting .

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Scientists have dispelled the myth that Mozart ’ s music helps with epilepsy
Scientists from the University of Vienna have dispelled the myth that Mozart ’ s major sonata KV448 can alleviate the symptoms of epilepsy.
The results of the study are presented in the journal Scientific Reports.
According to the authors of the work, they could not find evidence of the above theory.
In the past, it was believed that Mozart ’ s music had many positive effects on a person, for example, it increases the intelligence of the fetus if a pregnant woman listened to it.
Recently, a number of studies have shown that KV448 sonata alleviates symptoms in patients with epilepsy.
In their work, scientists analyzed these studies, as well as other scientific literature.
As it turned out, there is no reliable evidence of the beneficial effect of the melody.
According to the authors, erroneous results could have been obtained due to selective reporting and small samples.
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Research in classroom environments, particularly with elementary students, is limited.

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Content: When Kit Armstrong (1992-), a young pianist, completed the 500-year “Music Tour, ” the music industry was stunned. Then, a piano teacher responded directly,“ I don ’ t know how to play the piano. ”
In this way, the audacious concert of the artist is of sufficient quality, so that the taste of the audience has become heavy, and if the cuisine of the concert is not "surging", the interpretation is not in-depth enough, everyone may be grateful for it.
Chou Shan-hsiang ’ s next ten performances of Taiwanese music have really made the music circle bring subtle, but revolutionary changes that can ’ t be brought back.
In the workplace, we are often reminded not only to "work hard", but also to "work smart", using this perspective of the music circle, especially to look at Chou Shan-hsiang, the most appropriate.
Chow holds a British passport and is actually half Taiwanese.
His mother is a Tainan native, experienced an international marriage, but also gave Zhou Shanxiang the DNA of international travel, so that he to the world as a home, but also to multi-directional, cross-boundary, as a learning target, foretold his extraordinary life.
According to the data, Chow was born in 1992 in Los Angeles, USA. At the age of 7, Chow studied physics at California State University, Long Beach, and composition at Chapman University. At the age of 9, Chow studied biology, physics, mathematics and music at Utah State University. At the age of 11, Chow studied piano at Curtis College of Music and Chemistry at the University of Pennsylvania. He later earned a master's degree in mathematics from the University of Paris VI.
In 2013, at the age of 21, Chow bought the church of Saint-Delain in Ilson, France, and converted the abandoned church and unique Art Deco site into a concert hall.
Since its launch in 2014, many creative programs have been arranged to share the same good.
In 2005, at the age of 13, Chow met legendary pianist Alfred Brendel (1931-).
Boulder was very disciplined, and he was 74 years old at the time, and he was not accepting students, especially school-age children.
But Chow Shan-hsiang ’ s intelligence, maturity and stability beyond his age, made Brandell not treat him as a child, and taught him to become his disciple. Since then, the relationship between teachers and apprentices has been profound, and the British documentary director Mark.
Keidel also recorded Chou Shan-hsiang's unique teacher-student relationship with Brandell in "Ignite the Piano Bench", showing the love of Bole's knowledge of thousands of miles and mutual respect. Brandell taught Chou Shan-hsiang, not only piano skills, but the wisdom of opening the lock in the ocean of art, and the attitude of whipping up the academic.
Sure enough, a 30-year-old young man, entering Taiwan for the third time, is now in addition to leading the astral whirlwind as a red pianist, and is also a doctoral student in the Department of Electrical Engineering at Tsinghua University (said to be teaching by video) this September will be promoted to Bo II.
Chow Shin-cheung entered quarantine earlier this month and was greeted at the end of a five-century-long musical tour.
In a month's time, he can go from north to south, including the National Concert Hall, Taichung Opera House, Gao Xiong Weiwuying, Pingtung Concert Hall, and give ten completely different sets of music, all representative works.
What kind of genius is this, and how can he do it?
Chou Shan-hsiang appeared in the National Concert Hall on the evening of the 15th, with a shy smile, a big boy with a fluffy head, a white shirt and a black suit, and a more urban masculinity.
In the concert hall stage, holding a microphone, talking about the changes in classical music over the past 500 years, Shen Fushun, turned to sit in front of the Steinway grand piano, a little meditation, and then with the magic of ten fingers, pull off the time and space of the piano encounter, elegant, intellectual, calmly washed, intoxicating.
The pianist, who has served as a music teacher, is moved to say how he can play classical music so nobly, not to say that young pianists can't do it, not even those who have spent most of their lives singing sacred music in the church.
The first music tour on June 15, Zhou Shanxiang played the repertoire from 1520 to 2020, spanning 500 years, including 20 tunes by 16 composers, from the Archaeological Museum to contemporary art, from Virginal keyboard instruments, with keyboards and pipe organs, and all the way to the modern luxury grand piano, which pays attention to the average sound quality and stability, lost the opportunity of organic change. For example, the lighting of modern art museums is mediocre, and cannot produce the flickering of candlelight and kerosene light, and learning to be professional is completely unlike the tone of a 30-year-old.
Teacher Hsiao Wei-chen passed on a post from people in the music circle, and even more spread the word: just after class, the students sighed after each sentence, and the students sighed, and the teacher also sighed, especially after the teacher's own demonstration, the sighs louder.
Then the student said, "Oh, if it is Zhou Shanxiang, he must not play like this", "he must be how to deal with the music, the color."
Indeed, listening to Chow Shan-hsiang concert is the biggest gain for the audience. He interprets it from the perspective of a musician, and everyone understands how Chow Shan-hsiang thinks from a macro perspective when playing.
The idea of playing the composer.
As a result, the student complained, "I can't play the piano after listening to it" and the teacher replied more skillfully, "This is a good thing, because you learn to move your mind, not just your fingers."
Chow Shan-hsiang 's greatest skill is to play boring songs, each piece of music in his brain, using every inch of muscle to transform into a voice that should be heard. Every sound is as natural as breathing, fast, slow, strong, weak, and so on. But through his playing, the listener can understand the structure of the music more, and then in their own play, reflect on how to think of those notes, which is the greatest harvest of listening to the music of the day!
This teacher also said that originally she was not optimistic about the ancient songs of 1520, but when listening to Zhou Shanxiang play, she really let the audience present smile, "Oh, so early musicians are so advanced!"
The Psalms of Bahá ’ u ’ lláh make the audience feel God ’ s grace, holy and pure!
To the well-known Chopin, Liszt, Clara, Debussy, Chou Shan-hsiang are not vague, especially Chopin, not vulgar, Liszt's shock, more shocked the whole scene, let everyone see Chou Shan-hsiang show the limit of strength and speed.
Chou Shan-hsiang, who has a jazz style but is not sentimental, and Chou Shan-hsiang, who is proud of his work, to Wu Man-chih's rendering, is, as he describes it, a wise presentation of the history of classical music.
The teacher said that he doubted whether Chou Shan-hsiang was reading the score, putting all the scores into his brain's huge database, and when he wanted to play, pressing a button, naturally the structure and color of the notes would reach his ten fingers.
Therefore, how to "bounce" out, is a transmission, what speed, what force, are effortless, you can surprise four seats.
There are many geniuses in the world, strong professional fields, and a lot of musical geniuses, but the teacher believes that such as Zhou Shanxiang is proficient in mathematics, physics, and electrical engineering, and does not need to practice too much piano genius, the world is unique, and perhaps only aliens can do it.
But when we wait for ordinary people to listen to his performance, we can very clearly hear the structural level of the music, and the original intention of the musician is a great happiness!
The teacher recommended that all music teachers and students, especially those who play the piano, should listen to Chou ’ s concert.
Witness Chou Shan-hsiang ’ s thinking and management of music, how to use his brain to research and analyze musicians and repertoire, so his ability to interpret music is far superior to that of his peers, showing his over-age understanding of music.
Hsiao Weizhen teacher also analyzed that the last time Zhou Shanxiang was in Taiwan, most of them played Mozart music, Mozart is actually the most difficult to express, the notes are few, but the tone should be beautiful and pure, Zhou Shanxiang granules are clear, fully equipped to reproduce Mozart's genius conditions.
He is very mature in thinking, is using his head to play the piano, with rational thinking, play the emotional effect, far ahead of his musical peers, very, very good Chou Shanxiang.
Surprisingly, playing Shiwen, which is an American style of jazz, he also played easily, lively and delicious, too imprinted on the heart.
Clara's life is too complicated, especially for the husband's health decline, fragile sensitive personality, pain, but must hold hope, such a state of mind is very difficult to express, but Chou Shan-hsiang with a young heart, overage considerate, expressed the love and grudges of the Schumann and his wife.
Hsiao Wei-chen believes that Chou Shan-hsiang ’ s tone is particularly pure, and some of the great composers ’ classic songs are played by many pianists, but Chou Shan-hsiang ’ s version is still the most distinctive, so people can ’ t get tired of hearing it.
Musicians expect him to touch the soul of the interpretation of the way, every play, there will be a new understanding, the average young pianist is difficult to look at its back.
The second movement of Mozart ’ s Sonata No. 20 on the evening of 15th, Chou Shan-hsiang ’ s interpretation and tone are very special. He also deliberately played a more sensual style, leaving a deep impression on the audience and a warm ending. Xiao Wei-chen emphasized that the music industry needs more talents like this, thinking and logical expression.
What kind of genius is he, so intelligent, precocious, all-round development, and capable of accumulating lean and diverse results?
Looking forward to Chou Shan-hsiang to bring Taiwan, in addition to the ten consecutive music tours, there are more expectations for classical music performances, how to work hard and take care of the problem of working smart, which has become a new standard for the evaluation of the music circle.
In particular, in the long history of music development, the attitude of musicians to ancient and modern masters and classics, and how composers, performers, and music listeners can sympathize with each other, and at the same time enhance each other to achieve true inner and outer unity, and resonate with each other, is also a major topic of life that Chou Shan-hsiang left to the people of Taiwan.
The author is the president of Collections Magazine.
Photo source: Supplied by the author.
● For more articles, see the author ’ s Facebook page, published with permission.
● Column article, does not mean i-Media love media position.
# Chow Shan-hsiang # Music # Travel # Play # Teacher

While some evidence points to improved concentration and task engagement with background classical music, most studies have focused on older students.

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The doctor ’ s words / When the mentally retarded person meets the familiar sound
In 2023, an estimated 6.7 million Americans aged 65 and older have Alzheimer ’ s disease.
Dementia in the elderly is an incurable disease. It is easy for patients to become isolated, because they will feel isolated and helpless about their own uselessness, and they are used to being alone in order to avoid embarrassment.
In the latter stages, they often lose the ability to communicate with people around them.
It is very painful for the patients themselves and the caregivers and family members who care for them.
In recent years, it has been found that music therapy can intervene and make up for this lack of progress.
It also increases the patient ’ s engagement with the surrounding environment and reduces many neurological symptoms, such as anxiety, depression, and unexplained tantrums.
In other words, when people with dementia are unable to connect with their loved ones, that is, when they are unable to speak their language, music is the last bridge to interact with each other.
Q1: Do people with dementia have special feelings about music?
A1: According to nearly a decade of research by the Department of Neurology at Northwestern University, it has been found that even though people with dementia lose language and other memories, memories related to music often remain in the brain.
This is because areas of the brain involved in musical memory (e.g., the cerebellum) are not affected until late in the disease process.
Familiar music can help people with dementia recover certain aspects of their memory, make them feel calm, and greatly improve their mood.
Q2: Why do people with dementia remember their favorite songs?
A2: Although suffering from severe dementia, it means that a person has very little memory of their past.
Even if you can ’ t remember your son ’ s name, familiar songs that you ’ ve heard and sung will always come to mind.
Q3: In addition to music, is listening to the radio good for elderly people with dementia?
A3: In fact, the radio can not only provide good music, but also play emotional dialogue, which can truly relieve the loneliness of the dementia patient and bring comfort and peace.
Q4: How do people with dementia react to music?
A4: According to the research of clinical psychiatrists, it is found that people with dementia who are generally slow to respond to music, especially to their favorite music.
Hearing a familiar concert naturally shows a pleasant response, such as smiling or moving your body or even starting to dance.
And it seems to produce a unique and powerful stimulus response to familiar music that awakens the patient ’ s past personal and social connections.
In theory, if music can evoke memories, it may also help patients evoke other memories or related memories of that period.
In several studies, it has been consistently found that music tends to evoke more positive and positive memories from life than other clues.
Q5: Can music also prevent cognitive decline?
A5: Playing and listening to music can help slow the decline of cognitive function in older adults, according to a new study in Medical Journal Today.
Active note vibrations increase gray matter in certain areas of the brain and increase the plasticity of brain cells. Although music does not reverse or prevent brain cell shrinkage due to aging, it can slow cognitive decline.
Q6: What kind of music is most helpful?
A6: Studies have proved that classical music is the best choice.
The International Institute of Science calls this phenomenon the "Mozart effect."
It is recommended to listen to classical music such as Mozart, Bach, Beethoven and other famous composers.
Classical music seems to move the brain more easily than other music, is best suited for concentration, and is more able to produce substantial effects in absorbing new information.
Q7: Do musicians suffer from dementia?
A7: According to the International Institute of Science, a study of twins reported that musicians have a 64% lower risk of developing mild cognitive impairment or dementia.
The analysis of two other studies found that musicians had an average 59% lower risk of dementia.
Training and performance, which can be attributed to music, stimulates the brain and improves its ability to respond to the outside world.
Q8: Which organ is most stimulated by music?
A8: Although most activities such as visual art, computing, and language are mainly only half of the brain.
But music is one of the few that can pass through the auditory nerve and stimulate neurons on both sides of the brain at the same time.
Q9: How does music react in the brain?
A9: Music can promote the production of hormones dopamine and serotonin in the brain.
These are neurotransmitters that increase the sense of pleasure and ease.
There is also the so-called love hormone - oxytocin.
At the same time, research evidence shows that music can help reduce levels of the stress hormone cortisol, instantly relieving feelings of anxiety and depression.
Q10: How long does the music last?
A10: It ’ s a concern that in people with dementia, music can improve mood, behavior, and in some cases cognitive function, which, according to the Clinical Psychiatric Society, lasts for hours or even days after the music stops.
Q11: Can people without dementia benefit from music?
A11: A recent study suggests that playing an instrument and actively listening to music can help slow cognitive decline in people aged 62-78.
This study once again determined that musical activity increases the gray matter in many areas of the brain. Gray matter is an essential nerve tissue in the brain and spinal cord.
In particular, it plays an important role in psychology, memory, mood and movement. The increase in gray matter also increases the plasticity of the brain ’ s nerves – the brain ’ s ability to reconnect itself, which is important for learning cognition and memory preservation.
In addition to actively playing music, the 2023 study also showed that long-term music training, regardless of the age of the participants, can bring potential functional benefits to the brain and help keep the brain young and slow down aging.
(The author is a practicing physician in the Greater Washington area)
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The consensus indicates that any positive classroom effects are likely due to mood regulation, reducing stress, and creating a pleasant environment rather than direct academic gains .

Mechanistically, music may support attention, emotional well-being, and motivation by influencing mood and neurochemistry, but these effects are not unique to Mozart and do not represent robust cognitive enhancement .