Poor mental health at work has reached epidemic proportions. Companies must recognize the scale of the crisis before they can act on it.It covers a wide range of issues, including crippling anxiety, clinical depression, eating disorders, obsessive-compulsive disorder and post-traumatic stress disorder.
Unfortunately, ignorance, denial and cluelessness are preventing business leaders from seeing, and acting upon, the unvarnished truth. Still, companies must recognize the scale of the crisis and I urge you to think about it!
This ‘illusion of confidence’ has been studied extensively. It extends beyond the boardrooms, and classrooms for the same token, and permeates everyday life. Dunning and Kruger who are the ones who gave the name to the phenomenon, went to a gun range, where they quizzed gun hobbyists about gun safety. Similar to their previous findings, those who answered the fewest questions correctly wildly overestimated their knowledge about firearms. Outside of factual knowledge, though, the Dunning-Kruger effect can also be observed in people’s self-assessment of a myriad of other personal abilities.
Accordingly, a short brief of where we stand and why Mindfulness will assist you throughout your existence while enhancing your abilities, mental strength and flexibility and allowing you to enjoy every bit of it is a fundamental predicament!
These are the questions we will investigate through the help of the Neuro Sciences.
Are humans good at DECISION MAKING?
Why does MINDFULNESS bring out the BEST of YOURSELF as LEADERS?
How does NEUROSCIENCE applied to BUSINESS help leaders achieve PERFORMANCE?
What is the SCARF Model teaching us?
The brain which processes your senses is your ally.
Sometimes however it is an ally that distorts, distances itself from what things are, from what other perspectives may show and reinforce…..
Mindfulness means maintaining a moment-by-moment awareness of our thoughts, feelings, bodily sensations, and surrounding environment.
Mindfulness also involves acceptance, meaning that we pay attention to our thoughts and feelings without judging them—without believing, for instance, that there’s a “right” or “wrong” way to think or feel in a given moment. When we practice mindfulness, our thoughts tune into what we’re sensing in the present moment rather than rehashing the past or imagining the future.
Decision making lies at the heart of our personal and professional lives. Every day we make decisions. It is said that we do it about 5000 times. Some are small, domestic, and innocuous. Others are more important, affecting people’s lives, livelihoods, and well-being. Inevitably, we make mistakes along the way. The daunting reality is that enormously important decisions made by intelligent, responsible people with the best information and intentions are sometimes hopelessly flawed.
Idea in Brief
Leaders make decisions largely through unconscious processes that neuroscientists call pattern recognition and emotional tagging. These processes usually make for quick, effective decisions, but they can be distorted by self-interest, emotional attachments, or misleading memories.
Managers need to find systematic ways to recognize the sources of bias—what the authors call “red flag conditions”—and then design safeguards that introduce more analysis, greater debate, or stronger governance.
By using the approach described in this HBR article, companies will avoid many flawed decisions that are caused by the way our brains operate.
- Consider Jürgen Schrempp, CEO of Daimler-Benz. He led the merger of Chrysler and Daimler against internal opposition. Nine years later, Daimler was forced to virtually give Chrysler away in a private equity deal.
The reality is that important decisions made by intelligent, responsible people with the best information and intentions are sometimes hopelessly flawed. Executiveshighly qualified for their jobs made decisions that soon seemed clearly wrong. Why? And more important, how can we avoid making similar mistakes? This is the topic and the journey that has taken scientists deep into a field called decision neuroscience.
The SCARF® Model is a brain-based framework designed by David rock of the Neuro Leadership Institute which enhances self and social awareness and improves the quality of daily interactions, thus reinforcing the ties between individuals and teams, to prevent big mishappenings. The model provides a means of bringing conscious awareness to our approach when collaborating with and influencing others. It helps recognize the core concerns of others (which they may not even understand themselves) and guides our choice of words and actions.
In any organization, there are people that we manage, and people who manage us. Getting the most out of the people we manage – in a nice way – is the secret of good management and sustainable businesses. And sometimes, we need a way of managing our managers. And other times, we just need to be able to manage the people on, for example, a committee outside work, or simply ourselves.