In 2004, Pamela Smith, now an associate professor of management at the University of California, San Diego, happened upon a clue into what power does to the brain. She was having coffee with a friend who had just changed jobs, going from one advertising firm to another. With that, she moved from frontline work to a management gig overseeing four people—and as if by magic, things in her head started changing.
“It’s like I have to think differently, to use a different part of my brain, now that I’m a supervisor,” Smith recalls her friend saying in what’s now a… Continue Reading.
In an increasingly global marketplace, diversity and inclusion are being recognized more and more as imperative for business success. Diverse and inclusive teams are smarter, more creative, and make better decisions. While an increasing number of organizations are embracing the notion of diversity, the practice of inclusion is often overlooked. Being respected, valued, and welcome to contribute equates to more than just good feelings: Humans have a biologically based need to belong—to feel included, supported, and valued by others socially. In fact, research shows that social exclusion can negatively impact performance, productivity, and pro-social behavior, among other consequences. The challenge is, we often make others feel excluded without realizing it. First, the language, nonverbal cues, and subtle interactions we engage in can communicate signals of exclusion. Second, initiatives that focus on minimizing exclusion can actually increase feelings of out-group. Essentially, if we’re not actively including, chances are we’re accidentally excluding. To address this challenge, rather than focus on how to not exclude, we provide a neuroscience-based approach focused on what to do more of in order to achieve an inclusive workplace.
Clip from the session Integrating NeuroLeadership Into Organizations from the 2015 NeuroLeadership Summit Accelerate Leadership
How an integrated learning solution is elevating leadership development, promoting culture change, and empowering hundreds of managers at Deluxe
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Which behavioral characteristics bring out true leadership? A fundamental requirement for promoting sustainable and resilient leadership in organizations, governments, and society is self-awareness and self control.
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Traditional views of strategic reasoning have emphasized the role of cognitive analytic processes, often to the neglect of affective and social behavioral functions. This bias has influenced both the theory and the practice of strategic planning.
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The development of social cognitive neuroscience (Cacioppo and Berntson, 2005; Badenoch, 2008) and its application within the corporate environment (Rock, 2006; Ringleb and Rock, 2008; Gordon, 2009; Rock 2009; Rock & Page, 2009) marks a fundamental shift in the organizational application of knowledge about human beings.
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There is an emergent synergy between neuroscience and organizational research which includes theoretical and practical implications for authentic leadership.
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Mindfulness is increasingly being promoted as a tool for maintaining health, improving performance and treating serious illnesses including depression. An exponential increase in the level of interest among clinicians and researchers particularly in the field of neuroscience is certainly accelerating this process. This paper will establish some background regarding stress and its effects on mind and body, and then explore scientifically, practically and philosophically how mindfulness might be used as a tool to promote wellbeing and optimal performance of mind and body.
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