Neuroscience in BusinessSM
Note: Due to the transformational nature of the information below, it is nearly impossible to explain the application of neuroscience in business in merely a few paragraphs. Explaining the scientific foundation for the concept and providing adequate examples of its applications will require in depth communication.
Thought processes relative to decision making and the execution of strategies as impacted by neurobiology are basically unknown in the business community. On the other hand, from the aspect of cognitive remediation, the community of neuroscientists is well versed in the principles of neural plasticity (plasticity) and the ability of thought patterns to create new neural architecture. Combining these two facts in processes for the application of neuroscience in business was a challenge that became part of the expansive six year research project conducted by The Center for Modeling Optimal Outcomes® LLC.
It was during this six year period that one of the team members identified unique corollary relationships between the neurohormones.
While terminology in neuroscience (e.g. neurotrophic factors, neurosteroids, neurohormones, neuroplasticity, and the dynamics of amino acid neurotransmitters) are foreign to most members of the business world, The Center has prepared easy-to-follow explanations for how Neuroscience in BusinessSM addresses countless business challenges. Complex issues such as overcoming cognitive inertia in order to create breakthrough innovations, creating a culture of change acceptability, identifying leaders through cognitive assessments as opposed to personality profiling, facilitating inter-disciplinary communication between diverse disciplines, etc. have been formatted into explicit, replicable processes. (Note: The aforementioned aspects of the business application of The Center's findings can be easily explained and understood by non-scientists).
The Center's comprehensive research indicated it is difficult and nearly impossible for individuals to identify their own cognitive idiosyncrasies. However, when someone reflects on the WHAT and WHY aspects of decisions and behaviors of others, the process can open our minds (create awareness) in order to enable an individual to do an introspective analysis of their own thought patterns.
Based on The Center's study of the clinical applications of the neuroscientific principles and its correlation to behavior in business, the impacts of the science associated with the application of plasticity in the business community became obvious.
From the aspect of neuroscientific research and its current applications, plasticity addresses the physical structure of the brain (anatomy) and its functional organization (physiological configuration). The application of plasticity is revolutionizing many aspects of physical and cognitive remediation through neuroscience.
The integrated team of specialists within The Center dedicated to the use of neurobiology to enhance business outcomes used the scientific principles from plasticity in combination with The Center?s findings for homeostasis in the body (particularly with regard to cognitive processes) to create a new model for psychology that incorporates plasticity.
The Center's modeling of cognitive processes based on its findings encompasses two paths; one for clinical/behavioral psychology and the other for sub-clinical applications and decision making in the business community. The information provided herein deals solely with the path for the business community.
While this document may seem somewhat literal with regard to plasticity (an outcome of one's habits of thought), the full effects of one's "wired" habits of thought require careful and deliberate analysis by the business community in conjunction with psychologists and neuroscientists. The Center encourages leaders of these communities to confer with us to gain a full understanding of how plasticity literally transforms many critical aspects of the business world.
Imperative for understanding the dynamics associated with subconscious decision making is the role of neurohormones that drive survival instincts; i.e. the 3 F's fear, fight and focus (aldosterone, adrenaline and norepinephrine respectively).
The intent of this document is to provide insight into the capabilities of The Center to provide specific, verifiable tools to bring critical aspects of business a quantum leap forward. While not specifically addressed in this document, examples of the processes impacted by the tools created by The Center include mitigating organizational silos, identifying the "right" people for specific jobs based on cognitive processes as opposed to ineffective personality profiles, processes to overcome inertia for change by creating a culture of change acceptability, use of cognitive processes for logic that prevent bias and prejudice from influencing team or group decision making, processes to train and educate teams to overcome diverse inter-disciplinary communication barriers and methodologies to use the application of neuroscience to create dynamic internal teams for breakthrough innovations (as opposed to merely incremental ones).
Human motivations are limited to few factors; among them are resources, recognition and altruism. Obviously, when one's resources are at risk, survival (however minimal in extent) becomes an issue. Since the brain's primary purpose is insuring survival, thought will be directed onto issues relative to focusing on securing any and all resources perceived to be essential for survival.
Brain expert, John Medina made the following comment during an interview published in the Harvard Business Review in May 2008, "the brain isn't interested in reality: it's interested in survival."
While individuals are subject to varying levels and interplay between these three factors that drive one's motivations on an ongoing basis, thoughts relative to resources evoke instinctive reactions (actually one's subconscious thoughts created by neuroplasticity).
The concept of Functional Cognitive Singularity (FCS) is a subconscious defensive reaction to any issue that is perceived by one's mind as being an integral part of survival planning or activities (i.e. decision making). Because individuals use the same thought patterns in order to make decisions, these patterns become "wired" into one's mind. What cognitive scientists often refer to a intuition or instinctive decision making is, in reality, subconscious thought processes driven by neural wiring created through neural plasticity. What The Center has found is that the process cognitive scientists often refer to a intuition or instinctive decision making is, in reality, subconscious thought processes driven by neural wiring created through plasticity.
As an example of FCS, in the healthcare industry the concept explains why many providers select one process; e.g. lean, Six Sigma, etc. as a potential solution for challenges regarding the need for cost and quality enhancement as opposed to parallel tracks that address both qualitative and quantitative aspects of organizational development.
Many corporations experience the side effects of FCS when processes are initiated to stimulate essential organization-wide concepts; e.g. innovation. While considerable planning and effort for strategy execution is placed on such initiatives, in nearly every instance, these critical endeavors deteriorate over time and merely become one of a litany of "programs" that lose momentum (fizzle), despite intense commitment and effort of the part of executive leadership. Simply, unbeknownst to experts in organizational development, consulting for innovation and even the most intuitive corporate executives, innovation processes as well as other such endeavors are, in reality, efforts to create a new culture. It should be recognized that culture formation is, a cognitive reaction driven by survival motivations (instincts that are "wired" into the brains of individuals). Accordingly, a process for changing cultures (neural architecture) of employees is a formidable challenge that has heretofore been nearly impossible. The Center has formulated such processes into explicit, replicable models that can be explained to business leaders, neuroscientists and psychologists).
The world's leading experts in change dynamics readily acknowledge that, even under good circumstances, change is extremely difficult and the acknowledgement of these obstacles relate to process change - not even the need to change or replace cultures. Simply, changes within a culture are a daunting task subject to regression - literally changing an entire culture (creating a new or overarching one) is perceived to be nearly impossible.
Creating multiple cultures or changing one within a corporation is highly complex and nearly impossible without gaining expertise in the application of neuroscience in change dynamics, neurobiology associated with neural plasticity and organizational development.
The Center for Modeling Optimal Outcomes® LLC has a comprehensive portfolio of processes pertaining to the application of neuroscience in business. For additional information about those processes, contact us.