What do you think about this statement?
Invoking a more strategic mode of behavior is a sure path to more social or material benefit.
When I ask this question, I usually see hesitance or reluctance. People really start pondering. Interestingly, asked in a workplace environment, the answer is eventually in support of the statement; though the magnitude of the expected benefit varies. Moreover, the answers correlate quite considerably with the hierarchy-level. Upper levels are clearly much more convinced of it than lower levels. And there is less support in private settings as well.
Neuroscience has become a rising star in the sky of management theory. The notion or conviction that we can improve behavior and interaction in the workplace to enhance performance, innovation and health by understanding how our brain—the organ that is most involved in determining our behavior—works is on the rise.
Editor’s Note: This is part two of a two-part post by Garo Reisyan. We’re pleased to feature his leading-edge content on the important subject of Neuro-Organizational Culture. Part one can be found here.
One of the greatest challenges our times is the deliberate change of behaviors, particularly when the behaviors of a larger group of people are at stake. Most people know how challenging it already is to change a simple operational process. Now, when it comes to behavior, we touch the most complicated thing in the world—human beings. There’s nothing more complex, capable and creative, but also odd and cruel than us out there.
Editor’s Note: This is part one of a two-part post by Garo Reisyan. We’re pleased to feature his leading-edge content on the important subject of Neuro-Organizational Culture. Part two will post in early April.
There is unprecedented evidence regarding the success-relevancy of an organization’s culture. Cooperation, leadership, innovation, mergers and acquisitions, strategy implementation, etc.—virtually everything is deemed to be depending on culture. A culture related competitive advantage is considered to be extremely hard to imitate. According to culture expert Larry Senn, “after 50 years, we’ve got there in terms of people getting that culture makes a difference.”