Organizational Neuroscience: Taking Organizational Theory Inside the Neural Black Box is both the most significant and also most complex article I’ve read this month. Its a survey of key findings from the realm of neuroscience that the authors feel will be relevant to “Organizational Researchers”. Unfortunately being a research paper I find the language very stilted but it was still worth the effort.
- Implicit Attitudes: attitudes we hold that we’re not aware of – sometimes ones that are in contradiction to our explicit attitudes. Furthermore Strong Implicit attitudes are quick formed and once formed are hard to change. I’m guessing that these are part of why effective organizational change is so hard.
- Unfairness – being treated unfairly will often provoke a emotional reactions that trump monetary/economic self interest.
- Empathy with respect to fairness – when we see others experiencing pain we feel an echo of the pain ourselves. When it comes to unfairness we take a personal interest in the treatment of others.
- In many cases rationalization is an afterthought our brain uses to explain how it reached a conclusion. In reality our brains perceive a much smaller amount than we think we do. As a result we interpolate. Read More…