New Research Shows The Brain’s Genetic Clarity Getting Process Affects Action And Teamwork

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New brain research by Arthur Carmazzi recently published in the Theranostics of Brain Disorders shows how the brain’s "Ambiguity Relief" process can be applied to visibly enhancing group dynamics and influence. "Ambiguity Relief" is the brain’s process which evaluates information, relates new context to existing knowledge, simplifies ideas, decisions and problem solving into actionable elements.

Arthur Carmazzi Brain Research

Science of Ambiguity Relief Infographic

“This discovery is very important because All Decisions, Innovations, Idea Generation, Memory Retention, Interactions, and Interpretations… are filtered through the Brains Ambiguity Relief Process.” He continued: “The implications of identifying and understanding the brains ambiguity relief process

How we get clarity directly affects communication, conflict and relationship strength. According to Arthur Carmazzi, researcher, bestselling author and currently ranked as one of the world’s top 10 thought leaders in organizational culture and leadership: “This discovery is very important because All Decisions, Innovations, Idea Generation, Memory Retention, Interactions and Interpretations… are filtered through the Brains Ambiguity Relief Process.” He continued: “The implications of identifying and understanding the brains ambiguity relief process will support improved communication, cooperation, synergy and how to move people passionately to action.”

The research began in 2001, studying consistencies in processes with over 7000 participants isolated four processes out of nine that are most common in mentally healthy individuals. Additional observations of children revealed that these processes are visible at early stages of development.

Investigating the neurochemistry of the extremes of the healthy Ambiguity Relief processes showed ADHD, OCD, Asperger and Depression were related and appeared in the Prefrontal Cortex, Hippocampus and Cingulate Cortex with three active genes.

The COMT Gene in the Prefrontal Cortex affects the amounts of structure and detail required for the ambiguity relief clarity getting process as well as intuitive or abstract processes.

The SPR gene in the Hippocampus affects how linked or unlink information is in the clarity getting process. Highly linked information instantly associates existing knowledge, experience or emotion. Lesser linked processes require an active process to connect information such as taking action or identifying and sorting structure.

The CADM2 gene in the Cingulate Cortex determines speed of processing which affects the amounts and levels of information processed. The faster speeds interpret larger chunks of information or intuitive reflections but miss details and structure, while slower speeds more easily identify details and order.

Arthur Carmazzi additionally commented: “Awareness of these brain processes, and the fact that they are genetic and cannot be changed, helps team members adopt a “Cooperation” attitude instead of trying to change people according to their own process… which is unchangeable and creates frustration on both sides.”

Carmazzi’s research concludes that personality is a complicated array of nurture and nature, but when we faced with a decision, a problem, an idea or a task, the brain must first go through a unique, genetically founded clarity getting process of “Ambiguity Relief” to competently achieve, formulate, or solve anything.

Carmazzi's research has classified these four healthy brain processes through the “Colored Brain” model then simplified the unique communication requirements that often create misunderstanding and prevent getting everyone speaking the same language. Arthur Carmazzi's Colored Brain model based on the research supports the reduction of barriers to create EASIER, FASTER and MORE EFFECTIVE communication across any group or relationship...

The four Ambiguity relief processes identified in the research are:

Chaotic Processing
Must take some kind of action to get clarity and clarity is directly related to the revelations from their actions. They shape and reshape ideas, solutions in the process of acting on issues and get others involved and ask for feedback.

Linear Processing
Needs Structure to achieve clarity, time to action is dependent on the available structure and the speed at which clarity is achieved. They connect tangible elements with logic, organize information into chunks and cross reference to understand.

Relational Processing
Gets clarity by evaluating options and needs abundant information to get clear options , time to action is contingent upon the extraction of substantial details relating to the issue. All information and experience is related and is reinforced by the amounts of information for each reference.

Intuitive Processing
Achieves clarity through reflection and intuitive referencing of past experiences, time to action is swift but regulated by a consistent assimilation of the surroundings and their experience. All information and experience is connected on an emotional level (it must be clarified that there was no specific pattern that showed that subjects were “Emotional”) in relationship to them and their experiences.

According to Carmazzi: “Simplicity is the key to implementation. By focusing only on one factor of perception: ambiguity relief, groups can easily understand, remember and apply awareness to manage their own expectations, understand each other better, and basically set others up for success instead of failure while improving relationship and areas of: Communication, Team synergy, Competency, Team problem Solving, Cooperation, Taking action, Conflict minimization.”


Carmazzi Arthur F

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Agus Mahendra
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