Blog de Antonio Peñalver: Los 8 comportamientos directivos para promover el Liderazgo segun la Neurociencia. A principios del presente ejercicio económico tuve la ocasión de escribir un artículo en Equipos y Talentos sobre las perspectivas de los recursos humanos en el 2009. Entonces, incidí en la necesidad que tenían los departamentos de recursos humanos en emprender acciones que impactaran directamente en los resultados de negocio de sus organizaciones. Y es cierto que las empresas españolas ante un cambio de ciclo económico, una crisis internacional eminentemente financiera y una crisis doméstica -muy ligada al sector de la construcción y a la falta de liderazgo político-, tratan de no perder competitividad y de ganar en eficiencia.
Desde la perspectiva de recursos humanos, supone trabajar pensando en el corto plazo tratando de contener, flexibilizar y reducir los costes de personal que normalmente son los que mayor peso tienen que la cuenta de explotación. En este sentido, la función de recursos humanos ha emprendido, entre otras, acciones como: • “Downsizing” . Genuine behaviour change requires a deeper approach | TrainingZone. Alan Watkins writes on the science of coherent leadership which encompasses a wide range of areas brought together to help individuals in business increase their developmental levels and be more personally effective. Alan is an honorary senior lecturer in neuroscience and psychological medicine at Imperial College, London and originally qualified as a physician. Alan worked with the Great Britain rowing squad prior to the London Olympics and provides continued guidance to the coaches in advance of Rio 2016.
He is the founder and CEO of Complete Coherence. Most people understand that our behaviour directly impacts the results we get. In dynamic and complex environments, there are some critical behaviours that enable us to collaborate better, develop higher levels of cross-functional alignment and build more trusting relationships. These behaviours, critical to driving performance, include the ability to think flexibly, to be empathetic and to create coherence within a team.
Beyond Bias. A version of this article appeared in the Autumn 2015 issue of strategy+business. Illustration by Lincoln Agnew Imagine that you are hiring an employee for a position in which a new perspective would be valuable. But while reviewing resumes, you find yourself drawn to a candidate who is similar in age and background to your current staff. You remind yourself that it’s important to build a cohesive team, and offer her the job. Or suppose that you’re planning to vote against a significant new investment. This is the second time it’s come up, and you voted no before. These are examples of common, everyday biases. On the whole, biases are helpful and adaptive. People overestimate the degree to which they can control negative effects of a disaster, and underestimate the time and effort it would take to prepare. A number of biases occur so often, in so many contexts, that cognitive scientists have given them names.
Common Biases Similarity Expedience Experience Distance Safety Similarity Biases. The neuroscience of organisational values - part 1. In part two of this article series, Jan Hills looks at how the research detailed below impacts organisations and what they should be doing to adapt. There is a lot of talk about values in business. As a preoccupation it is taking over the whole culture debate, but given that values essentially form the bases of culture, I guess it is part of the same work. Every bank we talk to is close to obsessed about the work they are doing on changing values which is not too much of a surprise given the stated concerns of shareholder and the regulator.
Organisations spend a lot of money articulating values and, in the midst of a crisis, going about changing them. But the big questions for leaders and HR are: what values do we need in the business and can values truly be shaped to drive behaviour and the organisation's strategic execution? The reason so much focus is placed on values is that people's behaviours are deeply rooted in their values. The neuroscience and psychology of values Context is key. How to Rewire Your Brain to Become an Unbelievably Great Leader.
Líderes límbicos. En mi artículo anterior, titulado “El secuestro emocional” (término acuñado por Daniel Goleman) intentaba resumir los efectos, los pensamientos y las acciones de quienes se ven atrapados por el sistema límbico -donde radican nuestras emociones- y perjudican el funcionamiento normal cuando dicho sistema opera en conjunción con la corteza pre-frontal que siempre modula y completa la actividad límbica. Pero en la literatura más reciente de la neurociencia y del liderazgo, aparece un concepto nuevo: “líder límbico”, que es lo que pretendo, también con brevedad, comentar en este escrito. Otros, como Boyaztis, los llaman líderes resonantes. Si recordamos que el sistema emocional reside en la región límbica que también tiene la tarea de distribuir las emociones; también, que la región límbica evalúa los mensajes entrantes por medio de una cancela que es la amígdala.
Dominio del auto-conocimiento - Las decisiones se basan en información cognitiva y emocional Dominio de la gestión de los demás. Ciencia Cuentos » Cuentos en PDF. Cuentos en PDF Puedes descargar los CienciaCuentos en formato PDF para leer en pantalla o imprimir. Producto EXPLORA CONICYT de Apropiación Social de la Ciencia y la Tecnología Iniciativa conjunta: Agradecemos a: Síguenos: The Neuroscience of Interviewing - Part 1. If you are involved in the interview process for your company and you don’t know the answers to these questions then you might want to read on…. "Tell me about your approach to hiring - do you hire with a growth or fixed mindset?” “Interviewing, by its very nature, is a stressful situation; how do you ensure that you are not triggering a limbic attack in your candidates?”
“How do you ensure that your brain’s need for reward is not at the expense of a threat for the candidate?” Growth mindset versus fixed mindset Carol Dweck, Standford University psychologist, has spent decades researching the impact of mindset on achievement and success. What’s the difference? If we take a fixed mindset, we believe that talents are innate and static and as a result see effort as fruitless. If you belong to the former group, then it is likely that you will be looking for individuals who exhibit skills and abilities that are required in the role from day one. Going Limbic How is CORE relevant? We’ll be in touch. Cinco refranes que la neurociencia puede explicar. The Brain Science Behind Gut Decisions. Neurománager, el perfil del directivo que viene | 5 sentidos. Nuestros gestos nos delatan, quizá más de lo que creemos. Está demostrado que el parpadeo se acelera ante situaciones desagradables, que la frecuencia cardiaca aumenta ante estímulos placenteros y desciende cuando se percibe peligro, y que la sudoración se dispara en ambos casos.
Estos tres grupos de reacciones son detectables a simple vista. Pero lo importante es lo que no se ve. Ante una sorpresa, el cuerpo segrega serotonina y adrenalina, fenómeno perfectamente mesurable. Existen técnicas, como la resonancia magnética funcional o la electroencefalografía, que permiten que sepamos con precisión qué áreas cerebrales se activan ante un estímulo dado. La aplicación de los avances neurológicos al marketing (neuromarketing) ya no tiene vuelta atrás. Responder a estas dos preguntas es uno de los objetivos que llevó a Lucía Sutil Martín a coordinar el libro Neurociencia, empresa y marketing (Esic Editorial, 2013). La neurociencia acota los perfiles laborales Explotar el potencial de cada uno. Are you in cat or lion mode? Using neuroscience and physiology to manage your performance.
Zlatan Ibrahimovic, the Swedish football captain used the terminology above, to describe how Jose Mourinho made him feel when he worked with him at Inter Milan. - "He turned me from a cat into a lion, dragged things out of me at Inter that no one had done before". Why am I writing about a bad boy footballer in an HR article? Well because it really struck me that this description matched very well how we feel when we are at the top of our game - when we are performing really well. Some people call it being in Flow. It is about both a physiology and mental attitude that science is discovering has a chemical base that can be traced in the body. But there is another side to this state. The science seems to be suggesting that there is a tipping point, that when you hit it you may slide from Cat to Lion to Kitten. It also suggests you can manage that slide, or pull yourself out of ‘Kitten mode’ if you understand the signs.
Lion mode Managing the Lion mode So how do you come down? The Kitten mode. The neuroscience of trust and how it can improve your engagement results. A while ago I was working with a leadership team who got into a debate about trust. The team was split with the senior leader insisting their role was to mitigate risks by putting in place policies and policing people to ensure the company was safe. His starting premise was people are not trustworthy, if they can they will cheat the company. Others in the team held a different view which can be summed up as ‘if you trust people they will respond honestly’.
This debate got me thinking about the neuroscience of trust and how our starting point impacts the levels of trust we obtain in practice. Given trust is a core component of employee engagement, according to many studies, including the Edelman Trust Barometer, the levels of engagement possible in the company will be dependent on the level of trust. So what has neuroscience got to add to our understanding of trust and engagement? You can see a brief video on the neuroscience of engagement here. The moral scientist The trust molecule. What should HR professionals know about neuroscience? I keep being asked ‘what relevance does neuroscience have for HR?’ These clients have done a little reading, seen the more sensational media on ideas like mirror neurons and the Tarantula study and some of the claims about research into the human brain.
There are lots of claims and a vast amount of research being done and the number of articles makes it hard for HR professionals to sift through what is relevant and what is not. I believe the best way of thinking about neuroscience if you are in HR, is as research which can verify or discredit our assumptions and psychological theories about how people interact, make decisions and work effectively.
But look for reliable sources that reference the original peer reviewed research, for example the original article on Tarantula research. In my view there are a number of important findings that have an impact in HR related business and particularly HR policy. Social needs rule Social needs are primary; basically Maslow got his hierarchy wrong! Can neuroscience enhance acceptance of Emotional Intelligence? I have always felt that Emotional Intelligence (EI) as a method for developing leaders and guiding behaviour in organisations is much better understood and accepted within HR than it is with leaders themselves.
Somehow despite the enormous popularity of Daniel Golemen’s books it has never really caught on to the extent it probably should in companies. Maybe this is because as W. Edwards Deming’s famously declared, “The problem with business is that it is afraid of dealing with the business of people.” The background Goleman was not the first to talk about emotional intelligence but he did bring the concept to public attention. EI probably starts with Charles Darwin who believed that emotional expression was essential for survival. Psychologists Peter Salovey and John Mayer defined EI as: “The ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use the information to guide one’s thinking and actions.”
Acceptance of EI The neuroscience Using EI. Seek Experiences That Positively Reshape Your Brain. How understanding neuroscience can increase the ROI on your training investment. Mark Twain said ‘training is everything’ but maybe what he meant is applying training is everything! Training and development is still a major focus for companies despite the recession.
Learning and Development practitioners say they are being more commercial and business focused yet we are still told that programmes are not producing the behavioural change expected, in effect the money is wasted. Why is this? Well one reason maybe the design and structure of the programmes themselves. We have made an extensive study of what the science of the brain - neuroscience - can tell us about how people learn and change behaviour. Much of what we have found calls for some subtle changes to programme design if you want better results. Do people want to learn? This element starts before anyone is even invited to the event or training; ensuring the motivation to learn and change. The other consideration is that you are asking people to change. Questions you may want to consider about your programmes: Want to get your HR initiative agreed? How understanding the brain can help you.
The Most Important Interview Question of All Time - Part 1. Neurociencia en Muyinteresante España. Quieres un cerebro rico y en forma? » ToBeeFree. ¿Quieres un cerebro rico y en forma? Permítete sentir de nuevo la sensación de Eureka Solamente cuando cada uno de nosotros tiene la oportunidad de poder sentir el efecto del descubrimiento sincronizadamente en nuestra mente y en nuestro cuerpo, es cuando realmente aprendemos de verdad y se nos estimula de modo natural, y queda instalado en nosotros para siempre, el verdadero gusto por aprender y el placer que deriva de descubrir y de crear. Los experimentos del Massachusetts Institute of Technology (MIT) demuestran que con tan solamente 4 años de edad ya tenemos un conocimiento considerable del mundo físico y de los estados psicológicos de quienes nos rodean sin haber recibido aún ningún tipo de conocimiento formal; y cuentan que eso lo conseguimos a partir del uso de la percepción y la intuición.
El uso de la percepción e intuición Sentir el efecto del descubrimiento como una experiencia personal ¿Y sabéis qué? A nivel neurológico, necesitamos actuar, experimentar y explorar. Neuromarketing World Forum. Neuromarketing Science & Business Association. Neuromarketing o la inteligencia de apostar por las neuronas | la web de Cristina Redondo. “Los sentidos son los ministros del alma” decía el gran Leonardo Da Vinci, y es que a nuestra mente llega la información a través de los sentidos, estos son los encargados, a través de los neurotransmisores, de transmitir la información que recibimos al cerebro, y en este la infomarción es codificada como sensaciones mediante la sinapsis de las neuronas.
Podriamos afirmar incluso que todo aquello que no percibimos, lo desconocemos, y de esta forma no sabemos o desconocemos lo que es, al no saber de su existencia, por lo tanto, nos interesa como marca/producto ser percibidos, y bien percibidos para existir en el universo de nuestros compradores/clientes potenciales. El neuromarketing investiga el comportamiento del consumidor ante las técnicas de marketing y a través del desarrollo de las técnicas de la neurociencia, que incluye diversas disciplinas relacionadas con la psicologia cognitiva, la neurologia , la psicobiologia entre muchas otras.
Me gusta: Me gusta Cargando... INSIDE THE BRAIN OF THE CANDIDATE | Neuroeconomics: Eyes, Brain, Business. NeuroMarketing: un mundo repleto de curiosidades y reacciones emocionales. The Social Brain. NEUROCIENCIA « IINNUAR Investigación en Neurociencias. Heurísticos y sesgos cognitivos: los atajos de la mente. Www.braidot.com/upload/567_Neuromanagement.pdf. Psicosoft - Expertos en Fuerza de ventas / Redes comerciales - El apasionante mundo de la neurociencia cognitiva aplicada al management. LOGICORTEX Neuropsicología en la Red desde el 2003... | Blog sobre neuropsicología, psicología cognitiva y neurociencias; aportaciones desde la clínica al mundo académico y viceversa.
Infografia-ansiedad-copia1.jpg (662×1023) Infografia+personalidad+.jpg (1600×1035) 6075567115_96bbc8ed47_o.jpg (733×743) Why is it hard to "unlearn" an incorrect fact? Altruismo instintivo. ¿Qué efecto causan en el cerebro las marcas de comida rápida? Drogas y Cerebro - lasDrogas.info - Adicciones, Drogodependencias y Drogas - Información, prevención y tratamiento. El mejor libro de management del año: neuromanagement. Lossintomasdelaresaca.jpg (900×1876)
Los+daños+del+enojo.jpg (738×960) Mouse Party. Por qué los jefes son jefes, explicado por la neurociencia. The Psychology of Beer.