Is there a neuroscience to being “thankful”? The answer must be “Yes”; however, that doesn’t mean we fully understand the answer. We do know some perspectives. Interested? See MORE.
A sociological tipping point is that magical time when a paradigm falters, when it is revealed to be no longer unassailable, and when it gives way to a new paradigm. A tipping point can happen for a person, or a whole society. A tipping point is beginning for education.
If this topic interests you then there is MORE
This series will examine the foundations of human motivation. The purpose of the series is to provide insight into motivation itself and to serve also as a foundation for discussing change. For more see HERE.
Change involves taking people away from a known situation and going to a relative unknown. Confusion, hesitation, and outright resistance are common. If leadership does not have a clear image of the future state then the extent of these negative reactions may be under-managed, adding to the risks of change failure. For more on this topic go HERE.
For those interested in neuroscience and change management I suggest you check out Cecil Dijoux’s article at his blog, #hypertextual: Social Neuroscience, SCARF Model and Change Management. The article is very well written and acts as invitation to a variety of good informtation.
He also has a great image of what is now being called “The Connectome” – a representation of how neurons are interconnected in the brain. The data for the image is derived from special types of MRI scans. The work is very early in its evolution. The image presented at #hypertextual is a compilation of information from many patients. However, in future years images from single individuals may become one of our most important brain diagnostic tools. Some day we will understand certain types of illnesses as disorders of the brain’s “wiring diagram”.
The difficulty of change can be predicted – within limits. In this blog series I will consider factors that may predict where change will be resisted. Of course, change can fail for many reasons that are very simple – such as lack of a raw material necessary for a change. I’ll give brief consideration to such factors; yet, these are mostly self-evident. Alternatively, in the context of LimbicZen the focus is how we as individuals or groups may resist change. With this focus I’ll consider a variety of factors that predict change difficulty. We’ll consider some tests to help us know when these factors are present. We’ll also consider how to approach these issues from a neuroscience perspective. For more on the opening perspectives go HERE.