Neuroscience Responce

Write 1 page response to post below. New research and studies in neuroscience’s connection to leadership and organizational development have brought about some interesting discoveries. These new revelations show the importance of motivation, positive relationships, and inspiration by a leader to their employees in order to affect real learning and desired change in individuals. While in the past, many managers used a leadership style that was essentially sink or swim to their employees when it came to adapting to organizational change, this is now being shown to be ineffective at the neuroscience level. If employees are not informed why the change is important and how it will actually help them to achieve their goals, parts of their brain that help to learn and retain information begin to shut down. However, when the change is communicated in a positive manner that relies on motivation and utilizing a well-established relationship with the employees, activity in those crucial parts of the brain increase. One study separated these two styles and determined that explaining a change through providing the purpose and benefits of the new process helped to stimulate these areas of the brain, referred to in the study as Positive Emotional Attractors. Whereas explaining the same change without explaining the reason behind it first as well as the benefits it will create caused the listeners to shut down the important parts of their brain, which resulted in Negative Emotional Attractors (Boyatzis, 2011). Responses like this led to a management consultant company named Orion to develop six characteristics of positive leadership as it relates to neuroscience. First, the brain prefers to learn new information in small pieces and transmitted through multiple channels such as visual, auditory, and immersive. Second, people tend to learn better when they can make connections with the new information rather than just instructional lectures. Next, learning is improved when new habits are developed to support the information. Fourth, learning is improved when it is a shared experience with other people so that they can exchange ideas and information as they learn together. Finally, new information is retained when the reason or purpose behind it is explained thoroughly as well as the benefits that will come from the new information (Pace, 2012). By understanding these characteristics and implementing them in a way that motivates employees in which leaders have fostered relationships with, organizations will see a marked improvement of positive change at the levels affected. References Boyatzis, R. (2011). Neuroscience and leadership: the promise of insights. Ivey Business Journal (Online), 1. Pace, A. (2012). Brain-based learning for leaders. T + D,