Your Brain at Work is the NeuroLeadership Institute's blog for all things thought leadership.

Your Brain at Work2018-09-11T14:51:37+00:00
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How to Create Cultures of Cooperation — A Summit Q&A with Neuroscientist Jay Van Bavel

Social neuroscientist Jay Van Bavel chats with NLI about the importance of collective intelligence, "supercooperators," and avoiding the toxic effects of a selfish mindset.

Summit Q&A: The Motivation Science Behind Weight Loss, Learning, and Leadership

An interview with Art Markman, author and University of Texas psychologist, reveals fascinating strategies from motivation science.

The Data Is In: Your Organization Should Be Asking for Feedback

A new journal article from the NeuroLeadership Journal has data to suggest that leaders should develop cultures of asking for feedback.

Here’s Why Inclusion Unlocks the Power Of Diversity

Leaders won't get the most out of their diverse employees if people who are different feel like threatened outsiders.

The Science of How ‘Benevolent Sexism’ Undermines Women

Benevolent sexism may feel positive, but research shows it undermines women’s careers by excluding them from challenging assignments and depriving them of honest, critical feedback.

What Our New Pop-Up Survey Reveals About Growth Mindset

Spoiler alert: It's not endless optimism.

Welcome to Your Brain At Work!

For the last decade, we have been on a mission to develop a new language for leadership, culture, and learning, and Your Brain At Work is the next step.

Microsoft GM of Worldwide Learning Says Neuroscience Is the Future in Companies

Chris Pirie called out NLI as an organization focused on "codifying the research into workable models" that facilitate learning and stamp out biases along the way.

The Biggest Myth About Growth Mindset

Saying your plate is full isn't a sign your thinking is flawed.

The Benefits — and Risks — of Thinking Big Picture: A Q&A with Marlone Henderson

Psychology research has shown there's a fine line between thinking strategies that help, and those that may sabotage.

How Microsoft Transformed Its Approach to Feedback

Microsoft turned to the NeuroLeadership Institute to enlist our help in designing a new approach to feedback — one grounded in the neuroscience.

The Smartest Teams Embrace the ‘Diversity Paradox’

Decision-making that feels easy may be a sign to include more voices.

What Airline Pilots and Nurses Can Teach Organizations About Decision-Making

Giving people permission to speak up is all about the systems you create.

5 Habits for Holding Less-Biased Meetings

How to include intentionally, so you don’t exclude accidentally.

Why NeuroLeadership Is Moving from ‘Leadership and Change’ to ‘Culture and Leadership’

In the management world, culture is often spoken of with hushed tones, as some mercurial substance, ever-changing and impossible to be harnessed. But in fact, if you look into the brain science, it’s radically simple. Culture is shared everyday habits.

Performance Management in Teams: Research Participants Needed!

A new industry research study from the NeuroLeadership Institute wants to hear from organizations that are big into collaboration.

The Surprising Role of Shared Language in Inclusion

If everyone’s saying something different, no one is getting heard.

What Science Says About Effective Racial Bias Training

This week, Starbucks responded to public outrage following the arrests of two black men who were simply waiting to meet a friend at one of its Philadelphia locations. As a part of a larger response, it announced it would shut down 8,000 stores for one day to give racial bias training to 175,000 workers. That’s $12 million in lost revenue, according to some estimates.

Three Types of Work Culture and How to Hire for Each of Them

One of the hardest parts of hiring new employees is figuring out how well they’ll fit into your work culture. Unlike education and job experience, where there may be specific credentials you’re looking for, “culture fit” can be dangerously vague–and uniquely vulnerable to unconscious bias.

Why the Typical Performance Review Is Overwhelmingly Biased

The traditional performance review is a confidential, closed-door meeting between no more than two people. Research suggests it is also totally misguided.

How the Psychological Effects of Power Help Explain Harassment

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.

Get D&I Out of a Silo

I had a fascinating conversation with a coworker the other day. The essence of it was a question: “Why do companies put diversity and inclusion in a silo?”

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