Harvard Magazine
Jonathan Leonard
May–June 1998
The patient was a high-powered Boston executive. Her job was making hard decisions, thinking on her feet, juggling several projects at a time. But one day she realized that something had gone wrong. She found her concentration wavering; decisions that were normally second nature came slowly; and handling many things at a time seemed impossible. She could think all right, if a bit slowly, but her high-level administrator’s skills were crippled. She was having trouble managing her thoughts.
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