Again, neuroscience is helping us as leaders and managers to accomplish our tasks and meet our many challenges.
Excerpt: Most HBR readers can relate to a central dilemma of knowledge work today: We’re using rules for how we work in a factory in a time when most of our work product requires deep thinking.
A study of 6,000 people conducted by the NeuroLeadership Group in collaboration with a large healthcare firm asked respondents questions about where, when, and how people did their best thinking. Only 10 percent said it happened at work. At the NeuroLeadership Institute, we’ve been looking at ways to bring more of that deep thinking into the workplace. More specifically, we’ve been conducting research into what brain science shows us about how leaders think, develop, and perform, and recently we’ve been studying the role of the unconscious mind.
We’ve identified three particularly promising techniques, backed up by research, than can help you think more deeply:
Read full article via Three Ways to Think Deeply at Work – David Rock – Harvard Business Review.