Day 2 Paul Brown Brain Sciences
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Transcript of Day 2 Paul Brown Brain Sciences
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Professor P T Brown 2008 Copyright. [email protected]
Professor P T Brown 2008 Copyright. [email protected]
Will the brain sciences generate a completely new and integrated way of understanding behaviour
in organisations?
ABP – Annual Conference
Professor P T Brown07 May 2010
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Professor P T Brown 2008 Copyright. [email protected]
Professor P T Brown 2008 Copyright. [email protected]
The answer is, I think, a resounding ‘yes’. But it’s early
days. Let me try some thoughts on you and see what
your judgement is.
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Professor P T Brown 2008 Copyright. [email protected]
Professor P T Brown 2008 Copyright. [email protected]
A bit about the neurobiology of the person to start with, by way of reminder – a sort
of 0.001 course in the brain.
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The 4 main lobes of the brain + the cerebellum, brainstem & 2 sulci
P T Brown / [email protected] /www. professorpaulbrown.co.uk / http://stanford.edu/basics/braintut/f_a11
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Frontal
Parietal
Occipital
Cerebellum
Temporal
Human brain: 4 main lobes + cerebellum
P T Brown / [email protected] /www. professorpaulbrown.co.uk / National Geographic
Frontal
Parietal
Occipital
Cerebellum
Temporal
The human brain: main lobes + cerebellumP T Brown / [email protected] / www.professorpaulbrown.com / National Geographic [adapted]
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The human brain- view from the back of the headP T Brown / [email protected] /www. professorpaulbrown.co.uk / National Geographic
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Professor P T Brown 2008 [email protected]
The Amazing Brain – the Neuro-behavioural Challenge.
4lbs. Several thousand miles of synaptically interconnected nerve cells – about 100 billion of them – operating in a hundred knownchemical regulating agents supported by miles of miniscule blood vessels and untold mysteries of how, almost flawlessly, all thesecomponents work together.
Google / Functional Neuroanaotmy Resources.
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12.03.2010 www.positivehealthstrategies.com
neuroplasticity
neurons that fire together wire together
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P T Brown / [email protected] /www. professorpaulbrown.co.uk / National Geographic / Image by 3D4Medical.com/Getty Images
A brain cell with dendrites snaking out to connect its axons to other axons.
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Professor P T Brown 2008 [email protected]
The Nerve Cells – NEURONS and SYNAPSES – of the Brain.adapted from: Rita Carter – Mapping the Mind (1998). Weidenfeld & Nicolson, London.
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Emotions are embodied
12.03.2010 www.positivehealthstrategies.com
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P T Brown / [email protected] /www. professorpaulbrown.co.uk / Wikipedia
Planes - Description of the body parts in relation to each other
Sagittal plane
Coronal plane
Transverse plane
Also known as
Axial,Transaxial
orHorizontal
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P T Brown / [email protected] /www. professorpaulbrown.co.uk /ry.med.utah.edu/WebPath/.../NEURANCA.html [adapted]
The brain’s main internal structures shown for the right cortical hemisphere on a mid-line sagittal section.
LOBES – frontal parietal occipital temporal
Thalamus
Mid-brain
Pons CerebellumRVLPFC
Corpuscallosum
Slide 1/2
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P T Brown / [email protected] /www. professorpaulbrown.co.uk /ry.med.utah.edu/WebPath/.../NEURANCA.html [adapted]
The right ventrolateral pre-frontal cortex [RVLPFC] is coming to be seen as the key area for complex decision-
making – the brain’s ‘braking system’. See Matthew Lieberman: The brain’s braking system [ and how to use your words to tap into it ]. NeuroLeadership, 2009,2,9-14.
LOBES – frontal parietal occipital temporal
RVLPFC
Slide 2/2
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P T Brown / [email protected] /www. professorpaulbrown.co.uk / www.med.harvard.edu/AANLIB/home.html
fMRI data – this is the way cognitive social neuroscientists see the person
And this is the starting point for the limbic leader
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This is the way interpersonal neurobiologists see the person [Daniel Siegel] ]
RR E L A T I O N S H I P
The modern understanding
of Mind
R E L A T I O N S H I P
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P T Brown Copyright 2009
[email protected] www.
professorpaulbrown.co.uk
The TRIUNE BRAIN – Stem, Limbic system and Cortex. from Carter – Mapping the Mind.
Cortex / neocortex
Limbic system /MammalianBrain.
Brain stem /snake brain
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SelfEnergy
Contract [limbic]Organisation
P T Brown / Copyright 2009 / [email protected] /
www.professorpaulbrown.co.uk
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Professor P T Brown 2008 Copyright. [email protected]
Professor P T Brown 2008 Copyright. [email protected]
The essence of the person:
8 Basic Emotions
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8 Basic Emotions
5 x Escape / avoidance
FearShameSadnessAnger**Disgust
Fear Professor P T Brown 2008 Copyright.
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8 Basic Emotions
5 x Escape / avoidance
FearShameSadnessAnger**Disgust
Fear Anger
Professor P T Brown 2008 Copyright. [email protected]
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8 Basic Emotions
5 x Escape / avoidance
FearShameSadnessAnger**Disgust
Fear Anger
Disgust
Professor P T Brown 2008 Copyright. [email protected]
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8 Basic Emotions
5 x Escape / avoidance
FearShameSadnessAnger**Disgust
Fear Anger
DisgustShame
Professor P T Brown 2008 Copyright. [email protected]
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8 Basic Emotions
5 x Escape / avoidance
FearShameSadnessAnger**Disgust
Fear Anger
DisgustShame
Sadness
Professor P T Brown 2008 Copyright. [email protected]
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8 Basic Emotions
5 x Escape / avoidance
FearShameSadnessAnger**Disgust
1 x Potentiator
LoveFear Anger
DisgustShame
Sadness
Surprise / startle
Professor P T Brown 2008 Copyright. [email protected]
Surprise / startleSurprise / startle
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8 Basic Emotions
5 x Escape / avoidance
FearShameSadnessAnger**Disgust
1 x Potentiator
Love
2 x Attachment
Fear Anger
DisgustShame
Sadness
Surprise / startle
Professor P T Brown 2008 Copyright / [email protected] / wwwprofessorpaulbrown.co.uk
Surprise / startleSurprise & startle
Excitement / joyLove / trust
F
A
D
S
S
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Professor P T Brown 2008 Copyright. [email protected]
Professor P T Brown 2008 Copyright. [email protected]
A bit about the organisation
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Arsenic and antimony.
Modern organisational theory is at about the same point of development
as medicine was at the time of the madness of King George III - 1788.
[A metaphor is upon us].
© Professor P T Brown 2010 / [email protected] / www.professorpaulbrown.co.uk
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Low
High
Control
High LowP re d i c t a b I i t y
Stability /EquilibriumZone. In here is safe -the known and(numerically) visible.
The Transition Zone- systems disintegrate & emerge. This is the critical boundary where change for both individuals and organisations takes place.
Explosive Instability or Chaos. Out here be monsters – the unknown and the barely visible. Distant signal systems needed.
Professor P T Brown 2008 Copyright. [email protected]
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Double Loop Learning: Argyris
Single Loop, Virtuous Cycle
Professor P T Brown 2008 Copyright. [email protected]
....... Limbic Processing..
........................ Cognitive processing ...............................
Governingmind sets& values
Actionstrategies Outcomes
Match
Mismatch
Or double loop learning
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Memory and the Self
My assumed / executive self
P T Brown / Copyright 2009 / [email protected] / www.professorpaulbrown.co.uk
....... Implicit Memory .....
........................ Explicit memory ...............................
Governingbasic emotionalsystem
Self Executive self
Me as I am supposed to be
Me as I know I am
Exploration of the integrated me
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Professor P T Brown 2008 Copyright. [email protected] P T Brown 2010 Copyright / [email protected] / www.professorpaulbrown.co.uk
The vital organs of the organ-isation -
11 of them, as it hapens.
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Leadership
People
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved US and International patents pending / [email protected]
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Leadership
People
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved US and International patents pending / [email protected]
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Leadership
Culture
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved - US and International patents pending / [email protected]
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Leadership
Culture
Development
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved - US and International patents pending / [email protected]
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Leadership
Culture
Development
Staff
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved - US and International patents pending / [email protected]
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Leadership
Culture
Development
Staff
Customers
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved - US and International patents pending / [email protected]
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Leadership
Culture
Development
Staff
Customers
Strategy
Internal
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence InternationalAll rights reserved - US and International patents pending / [email protected]
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Leadership
Culture
Development
Staff
Customers
Strategy
Operations
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved - US and International patents pending / [email protected]
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Leadership
Culture
Development
Staff
Customers
Strategy
Operations
Structure +rule base
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved - US and International patents pending / [email protected]
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Leadership
Culture
Development
Staff
Customers
Strategy
Operations
Structure +rule base
Marketing+
communications
External
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved - US and International patents pending / [email protected]
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Leadership
Culture
Development
Staff
Customers
Strategy
Operations
Structure +rule base
Marketing+
communications
Finance+
Resources
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved - US and International patents pending / [email protected]
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Leadership
Culture
Development
Staff
Customers
Strategy
Operations
Structure +rule base
Marketing+
communications
Finance+
Resources
Sales
Internal External
People
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved - US and International patents pending / [email protected]
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Leadership
Culture
Development
Staff
Customers
Strategy
Operations
Structure +rule base
Marketing+
communications
Finance+
Resources
Sales
Internal External
People
Strategic
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved - US and International patents pending / [email protected]
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Leadership
Culture
Development
Staff
Customers
Strategy
Operations
Structure +rule base
Marketing+
communications
Finance+
Resources
Sales
Internal External
People
Strategic
Operational +management
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved - US and International patents pending / [email protected]
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Leadership
Culture
Development
Staff
Customers
Strategy
Operations
Structure +rule base
Marketing+
communications
Finance+
Resources
Sales
Internal External
People
Strategic
Operational +management
Tactical
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved - US and International patents pending / [email protected]
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Leadership
Culture
Development
Staff
Customers
Strategy
Operations
Structure +rule base
Marketing+
communications
Finance+
Resources
Sales
Internal External
People
Strategic
Operational +management
Tactical
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved - US and International patents pending / [email protected]
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Leadership
Culture
Development
Staff
Customers
Strategy
Operations
Structure +rule base
Marketing+
communications
Finance+
Resources
Sales
Internal External
People
Strategic
Operational +management
Tactical
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International All rights reserved - US and International patents pending / [email protected]
One person’s view of the organisation.
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Data Book
Get data about how individuals see things: agree / disagree surveyCopyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International
And how would s/he describe it?
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Adapt model to User.
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Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International
Map the results
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Enterprise:
Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International
Explore different perceptions
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Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of
Influence International
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Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of
Influence International
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Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of
Influence International
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Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of
Influence International
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Data Book Grids or Graphs Model
Re-configure data as best meets needs
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Generate data by Worlds
–Matrix shows connectivity with regard to imperatives for action – the more red, the
more dysfunctional that part of the organisation is.
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Where is Management in relation to All?
66
Functional withmanagement input
Self-regulating
Stressed
Seve
red
conn
ecti
ons
Worlds organised by connectivity
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Professor P T Brown 2008 Copyright. [email protected] P T Brown 2010 Copyright / [email protected] / www.professorpaulbrown.co.uk
So where does this get us to?
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Professor P T Brown 2008 Copyright. [email protected] P T Brown 2010 Copyright / [email protected] / www.professorpaulbrown.co.uk
I think for the first time we can see the development of a
unified theory of the individual and the organisation with a
supporting metric.
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Professor P T Brown 2008 Copyright. [email protected] P T Brown 2010 Copyright / [email protected] / www.professorpaulbrown.co.uk
A neurobiological theory of mind +
a whole systems model+
the capacity to track energy flow +
the development of integrated performance indices ......
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Professor P T Brown 2008 Copyright. [email protected]
.... creates the key building blocks for a unified theory of
the individual and the organisation.
Professor P T Brown 2010 Copyright / [email protected] / www.professorpaulbrown.co.uk
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Professor P T Brown 2008 Copyright. [email protected]
Professor P T Brown 2010 Copyright / [email protected] / www.professorpaulbrown.co.uk
So I submit that the brain sciences will generate a
completely new and integrated way of understanding behaviour
and organisations.I hope to have opened up that
possibility for you today.
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Selected References:
Brown, P.T., Swart, Tara * Meyler, Jane [2009] Emotional intelligence and the amygdala: towards the development of the concept of the limbic leader in executive coaching. NeuroLeadership Journal, 2, 67-77
Gerhardt, Sue [2010] The Selfish Society: how we forgot to love one another and made money instead. Simon & Schuster UK Ltd
Lee, N., Butler, J.R. & Senior, C. [2008] The brain in business. Nature Precedings :doi:10.1038/npre.2008.2159.1 Posted 5 Aug 2008..
Rock, D. & Page, Linda J. [2009] Coaching with the Brain in Mind: foundations for practice. John Wiley & Sons Inc., Hoboken, New Jersey.
Siegel, D. [2010] Mindsight: the new science of personal transformation. Bantam Books, Random House, New York.
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ENDNOTE: THE NATURE OF THE SELF.
Certain cognitive faculties – memory, self-recognition, consciousness, sensation, intention and action (all of which are mutually interdependent) – are bundled together within our psychological system to create in each of us a singular and continuous certainty of identity in a single stream of experience. From earliest infancy, as these faculties gradually develop and start operating reliably, they form and underpin the Self. The Self is then the unique individual or person as experienced by that individual who is defined by the Self.
In organisations it is this uniqueness that defines the individual’s effectiveness and establishes their own sense of their worth (personal and economic) as well as their psychological significance to themselves and their peer group. Economic worth and psychological significance are often linked closely together, organisationally, through reward structures being linked to executive image and identity, In military organisations much deeper bonds of attachment are critical to the management of escape/avoidance behaviours than is the case within commercial organisations. The effective functioning of any military unit relies enormously upon the shared sense of Self attached to the unit in question.
Any event which de-stabilises any one of the cognitive functions listed above has the power to cause the experience of dissociation. At its simplest this is expressed in the reaction: “I don’t believe it!” At its more severe, any event which fundamentally causes severe disruption to one of the above faculties throws the whole system into doubt. This is the point at which the Self begins to suffer. One of the most familiar manifestations of the Self being put into doubt is a loss of confidence, which can of course be self-fulfilling. Loss of Self-esteem is a more serious state.
The Self is the central integrator within the neurobiological parallel systems of the brain. It can be damaged to varying degrees of severity by chemical means (alcohol, recreational drugs), deteriorating disorders (Alzheimer’s, for instance), traumatic injury (head injury after an accident), or the sudden re-alignment of assumptions based on deeply-held expectations and beliefs (trust, dependence, attachment and belonging, for instance). Realignment of the central integrator functions of the Self is the main aim of all psychological interventions, whether from the intention of doing good or doing ill. If doing ill, the disruption is like a virus getting into the operating systems of a computer. The computer may switch on but the systems can no longer be relied upon by the main user of the system – the Self that has been damaged. If with the intention of doing good, then a re-alignment is designed to mobilise the Self and shift its axes of operation by establishing different expectations and beliefs.
P T Brown©2010 / [email protected]/www.professorpaulbrown.co.uk
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ENDNOTE : Further reading
Immediately accessible reading:
A General Theory of Love. (2000) Lewis, T., Amini, F. & Lannon, R. Vintage/Random House, NY.,
Why Love Matters: how affection shapes a baby’s brain. (2004) Gerhardt, Sue. Routledge, London.
The Developing Mind: how relationships and the brain interact to shape who we are. (1999) Siegel, D.
The Guilford Press, NY
The Brain Book: an illustrated guide to its structure, function and disorders. (2009). Carter, Rita.
Dorling Kindersley, London.
Brain Revolution. (2009) Gordon, E. Brain Revolution Publications, USA.
The Rough Guide to the Brain. (2007) Gibb, B.J. Rough Guides / Penguin, London.
A Day in the Life of Your Brain. (2009) Horstman, Judith. Jossey-Bass / Scientific American, San Francisco, CA.
Welcome to Your Brain. (2008) Aamodt, Sandra & Wang, S. Bloomsbury Press, NY.
Your Brain at Work. (2009) Rock, D. HarperCollins, NY.
How We Decide. (2009) Lehrer, J. Houghton Mifflin Harcourt, NY.
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Endnotes: Further reading
Churchlands, Patricia S: Brain-Wise : studies in neuro-philosophy. MIT Press, London 2002.
Damasio, A: The Feeling of What Happens : body, emotion and the making of consciousness.
Heinemann, London, 1999.
Damasio, A: Looking for Spinoza : joy, sorrow and the feeling brain. Heinemann, London 2003
Goleman, D: Emotional Intelligence. Bloomsbury, London, 19996
Kotter, J.P: What Leaders Really Do. Harvard Business School Press, 1999.
LeDoux, J: The Emotional Brain. Simon & Schuster, New York, 1996.
LeDoux, J: Synaptic Self : how our brains became who we are. Viking Penguin, London, 2002.
Pinker, S: How the Mind Works. Allen Lane The Penguin Press, 1998. W W Norton, USA, 1997.
Rock, D & Schwartz, J: The neuroscience of leadership. Strategy + Business, Summer 2006,
Schein, E.H: Organizational Culture and Leadership, 2nd. edn. Jossey-Bass, San Francisco, 1992.
Harvard Business Review articles:
Special Issue: Inside the Mind of the Leader. January 2004
Special Issue: Top-Line Growth: the Leader. pp. 66-75, July-August 2004
Ludeman, Kate & Erlandson, E: Coaching the Alpha male. pp. 58-69, May 2004
Maccoby, M: Why people follow the leader. pp. 76-87, September 2004
Katzenbach J.R. & Santamaria J.A: Firing Up the Front Line. pp. 107-119 May-June 1999