Perform Under Pressure. Ceri Evans

branches interact.

      The sympathetic branch runs down the middle part of our spinal cord, to connect with our heart and lungs via spinal nerves. It responds to threat by preparing us for movement and action: the fight-or-flight response. To do this, it releases adrenaline, which increases our heart and breathing rates, and shifts blood flow away from our extremities to our limbs. Our vision fixates on the immediate threat. When our sympathetic system is stimulated, we feel agitated and tense.

      The dorsal vagal pathway, found in reptiles as well as mammals, connects the brainstem with nerves in the abdomen. Like the sympathetic branch, it responds to extreme danger. But the dorsal vagal pathway is triggered when escape via fight or flight is not possible, so that we feel trapped, which leads to the freeze response. When this pathway is activated, we go into a state of mental and physical shutdown. Mentally, we stop feeling, our thoughts become fuzzy, and we feel alone. Physically, we lose energy, feel fatigued and become numb. If fight–flight is a mobility reaction, freeze is an immobility reaction.

      The ventral vagal pathway, also called the social engagement system because it is activated when we feel safe enough to communicate with others, connects (along with some associated nerves) the brainstem to the neck, face, eyes and ears as well as the heart and lungs. It puts the ‘brakes’ on our sympathetic system activation to calm us and allow more flexible responses (except in an emergency, when it releases the brakes). Because it allows us to engage and explore rather than defend and retreat – and to compare it to the defensive fight–flight and freeze reactions – we can think of it as our face and find response: it allows us to face challenging situations, and find a way to overcome the challenge even when the way forward isn’t immediately obvious, which sets us mentally free.

      The three pathways work in a predictable order. When we are at our best and feel safe and connected so that the social engagement system is operating, we can connect with others, think flexibly, see different options and follow through with plans, and are generally organised and on top of things. The moment we sense threat, the sympathetic branch of the ANS kicks in and prepares us to defend ourselves through flight or flight. And if neither the social engagement nor the fight–flight mechanism helps and we feel trapped, the dorsal vagal pathway activates the freeze reaction, driving us into a primitive shutdown state.

      If our limbic system, working through the ANS, is both stable and flexible, we will be able to maintain a healthy physical and mental state, and also deal with stressful situations.

      A poorly organised limbic system, lacking a good balance between the three pathways, leaves us prone to extended periods or abrupt spikes of over- or under-arousal. When this happens, it means our RED brain is overactive and our top-down, BLUE control is inadequate.

      Putting it all together

      So it seems the RED system is honed to get us out of tricky or demanding situations – quickly – and return us to a more even, balanced state. It provides a short-term fix to escape or resolve challenging moments. But what do these RED mind mechanisms, fine-tuned over millennia to keep us safe and sound, mean when it comes to performing under pressure?

      What has been the biggest scare you’ve ever experienced? At that time, RED was dominant. It is primed for unthinking action and would have kicked into action immediately. But in other situations in which we face a daunting task but not immediate physical danger, our RED system can be less helpful, becoming activated by social threat and disrupting our ability to think clearly.

      In some aspects, the RED system provides precisely what we need for performance. But in others, it seems to create more problems than solutions. Instead of a world of performance, it can take us into a world of interference.

      Which is why, to counteract RED, we need BLUE.

      

      Blue

      The BLUE world is one of logic and reason. As we’ve seen, this system is responsible for higher mental functions such as prioritising, planning, abstract thinking, decision-making, goal-setting and problem-solving. These more advanced intellectual functions are linked to the frontal lobes, which sit behind the forehead.

      There are three BLUE brain abilities that are particularly relevant to performance under pressure:

      1 Logic, language and numbers

      2 Metacognition

      3 Working memory

      1. Logic, language and numbers

      The BLUE system processes information that has already been handled by the RED system. That means that it is a secondary system to the RED, always dependent on the information it is given, but it also means it can provide a feedback loop and revise the RED information. And because it has the capacity to form words it enables us to communicate all this through language. The RED system uses images, but the BLUE system is able to put names and labels to things, and to number them.

      BLUE brain processes are conscious, slow and rule-bound, in contrast to RED processes, which are fast and unconscious. Our BLUE mind processes information in a linear way, one piece after another. Timelines and sequencing are its specialities. This means that the BLUE mind is often explaining and making sense of events that have already unfolded.

      The BLUE mind is constantly interpreting our environment, breaking it down into a basic architecture of structures, categories and sequences to enable logical analysis. These attributes help with reflection, interpretation, planning and goal-setting. It allows us to understand the environment in an objective way and therefore try to anticipate and predict what happens next, based on stored information.

      It is not suited to new situations or operating under stress, and is more at home with using a narrow focus to detect patterns, so it can create a narrative about the past or the future.

      2. Metacognition: Thinking about thinking

      Our BLUE mind enables us to think about how we think and feel, an extraordinary ability shared only with some primates in the animal kingdom. This process of stepping back and reflecting on our own and other people’s mental states is called metacognition, and it is this ability that allows us to adjust our emotional reactions. If we can’t reflect and review, how can we ever learn?

      Metacognition occurs when our RED brain processes information from our body and environment through the limbic system, then passes it over to our BLUE brain for a second look. The RED and BLUE systems meet at the right orbitofrontal cortex, which is located in BLUE territory (as we’ve heard), behind the right eye socket. This is the key way-station, where the information is handed over for further review by the BLUE brain, particularly the left pre-frontal cortex. It assesses and adapts our perception of the current situation, considers how this matches with our goals and objectives, and makes conscious adjustments, before the information is returned to the right orbitofrontal cortex, which arrives at the final RED–BLUE combination.

      Metacognition is critical for maintaining control over our mental responses, and for learning to perform under pressure. (It sits at the heart of the RED–BLUE tool, which we’ll meet later in the book.)

      

      3. Working memory: Our mental laptop screen

      Picture the mind as working like a laptop.

      A laptop has a lot of files stored away in its hard-drive memory, where we can’t see them. We’ve forgotten most of the files, but they’re still there somewhere. Our mind is the same, with a huge number of files stored away in our unconscious mind, beyond our awareness.

      The working surface of our laptop is the screen, which sits at the interface between the inside and outside worlds. We draw up information