Leading Through Crisis
Leading Through Crisis
The research paper on applied neuroscience and mindsight by Heydenfeldt, provides great insight on management in an organization. It describes how persistent and purposeful attention focus, described by neuroscience, helps overcome human resistance to change and generate creative and successful solutions. In this paper, there is a discussion on a change management perspective growing out of new neurological insights into human behavior. The author in this article, describes the difficult and painful response to change by employees, that successfully utilized neuroscientific principles, by placing focus on new solutions and insights for long enough to change the thought processes and behaviors of employees (Uhl-Bien, Schermerhorn & Osborn, 2016)
One of the primary takeaways from this article is that it is possible to influence the thought processes and behaviors of employees in an organization, through the application of neuroscience. This change is primarily for the benefit of the organization, but inevitably affects the employee, and may result in protests and industrial strikes. The fact behind this theory is that the thought processes, feelings and beliefs of employees affects their performance, regardless of their capabilities and skills. This take away from the article enables me learn that it is important to consider the employee as an important aspect, when the intention is to bring change in the organization.
Another primary take away from this article is the discussion on social-emotional intelligence, mindsight and leading through crisis. From this part of the article I learn that the interpersonal and environmental conditions interact to create optimal social, emotional and cognitive function. I learn that mindsight, which is the ability to watch the brain create meaning in the present moment, while being cognizant of emotional considerations. This way, the leader in an organization accepts influence by the emotional response of employees to crisis, information on market share, profit and loss.
From a professional point of view, I disagree with the article on the justification of bringing change in the organization, being a priority regardless of the effect of the same on employees, emotionally and in terms of their thinking and beliefs. In my opinion, there is need to create balance between bringing change in an organization and the neurobiological and psychological welfare of the employees.
Uhl-Bien, M., Schermerhorn, J. R., & Osborn, R. N. (2016) Organizational Behavior, 13 Ed. Wiley
Heydenfeldt, J. A. (2010). Leading Through Crisis: Applied Neuroscience and Mindsight.
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BA 420 week 6 discussion Leading Through Crisis.docx