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Article
Publication date: 1 March 1999

Nessim Hanna, John Wagle and A.H. Kizilbash

The study of left brain/right brain effects in the human brain has been the subject of research and discussion for many years. It is generally believed that the right and left…

Abstract

The study of left brain/right brain effects in the human brain has been the subject of research and discussion for many years. It is generally believed that the right and left hemispheres of the brain perform different functions. The left hemisphere is better at such tasks as reading, speaking, analytical reasoning, and arithmetic. The right hemisphere is better at spatial tasks, recognizing faces, and music. Research on this phenomenon can be of particular value to the advertising industry. A number of studies have examined the impact of an advertising message on left‐ and right‐brain dominant persons. This paper reports the results of a study conducted to investigate the effects of “informational” versus “visual” appeals used in print advertisements on left‐ and right‐brain dominant individuals. The results reveal that the evaluation of the effectiveness of an advertisement is dependent upon both the appeals used and the brain dominance orientation of the respondent.

Details

International Journal of Commerce and Management, vol. 9 no. 3/4
Type: Research Article
ISSN: 1056-9219

Article
Publication date: 1 March 2005

R.M.D. Eales‐White

This paper aims to enable the reader to understand: Herrmann's whole‐brained thinking model and its impact on language and difference; trends in development and the need for

2054

Abstract

Purpose

This paper aims to enable the reader to understand: Herrmann's whole‐brained thinking model and its impact on language and difference; trends in development and the need for team‐based whole‐brained learning; why most culture change initiatives fail; what constitutes a core competence; and how a whole‐brained approach is required to ensure culture change, strategy development and the implementation of core competencies.

Design/methodology/approach

The four thinking preferences are explained and examples provided of the use of different language for each of the four quadrants of the brain. The trends in development from left‐brained to right‐brained are set out and an example provided of how whole‐brained learning is most effective. Five generic reasons for the failure of culture change initiatives are set out. The core competence of the corporation is explained as well as how it was vital to success that each quadrant of the brain, i.e. the whole brain, is applied in an integrated way to achieve effective implementation.

Findings

There is a direct link between organisational profitability and culture. A whole‐brained approach to the implementation of strategy, culture change and people development is required.

Originality/value

Develops an understanding of the nature of our thinking preferences and how to apply an integrated whole‐brained approach to the successful development and implementation of strategy, culture change and core competences, thereby gaining a long‐term sustainable competitive edge in the market‐place.

Details

Industrial and Commercial Training, vol. 37 no. 2
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 April 1991

Kristen B. Seibert and Brian H. Kleiner

The time crunch! There is never enough time in the day. Even withhigh‐tech tools such as computers, fax machines and even automaticteller machines to do our banking, we still have…

2318

Abstract

The time crunch! There is never enough time in the day. Even with high‐tech tools such as computers, fax machines and even automatic teller machines to do our banking, we still have increasing time pressures. There are many theories about time management skills. For the most part these theories centre around methods that utilise the left brain or logical and analytical hemisphere of the brain. New approaches in time management are focusing on the right or intuitive side of the brain. Explores the differences between the left and right brain hemispheres and their respective theories on time management, focusing primarily on the right brain approach. In addition, shows how one should balance the use of both sides of the brain to increase productivity and creativity.

Details

Management Decision, vol. 29 no. 4
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 25 November 2013

Jan Hills

This paper discusses the findings of a survey carried out to understand how employees perceived their leaders. The author was particularly interested in how brain-savvy leaders…

396

Abstract

Purpose

This paper discusses the findings of a survey carried out to understand how employees perceived their leaders. The author was particularly interested in how brain-savvy leaders were – by this, is meant are leaders working in a way that is consistent with how the brain works? The author was interested in the question because she believes that working in a way that is consistent with how the brain works creates efficiency, productivity and engagement as well as improves the chances that change will be successful.

Design/methodology/approach

We surveyed 2,000 people by telephone. Respondents were based in the UK and consisted of public sector and private sector employees spanning across all industry sectors.

Findings

Our findings suggest leaders are failing to act in a way that is consistent with how the brain works. Less than 5 percent of UK employees said that their leaders were working in a brain-savvy manner and 24 percent said the leader in their organization was brain-fried, that is over stressed, a poor communicator and lacking personal connection.

Originality/value

Neuroscience, the science of how the brain works offers insight into the implications for HR in organizations. The science is pointing to a number of ways the brain responds, for example, perceiving threat over reward leading to avoidance and reductions in creativity and effective decision making, and the importance of relationships as a motivator and creating engagement. The science also points to ways HR can help create more brain-savvy leaders and businesses.

Details

Strategic HR Review, vol. 13 no. 1
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 1 September 1991

Pamela R. Johnson and Julie Indvik

Managing one′s career entails knowing if one is primarily intuitiveor analytical when approaching tasks. Right‐brain management techniquesrely on feelings – intuition and…

542

Abstract

Managing one′s career entails knowing if one is primarily intuitive or analytical when approaching tasks. Right‐brain management techniques rely on feelings – intuition and creativity – to solve problems. On the other hand, left‐brain‐oriented managers follow rational and logical methods of reasoning. Available research indicates that at top management levels right‐brain and integrative‐brain‐skills are needed more than purely left‐brain skills in decision making. Analysis is thought to be predominantly a left‐brain activity; intuition is traditionally seen as a right‐brain activity. It is the integration and synthesis of both left – and right‐brain activity which are critical to the management process. Left – and right‐brain hemisphericity is discussed, a brain development technique offered, interpersonal dynamics which employ the intuitive right‐brain in the management process suggested, and how brain hemisphericity and intuition enhance career management is indicated.

Details

International Journal of Career Management, vol. 3 no. 3
Type: Research Article
ISSN: 0955-6214

Keywords

Abstract

Details

Politics and the Life Sciences: The State of the Discipline
Type: Book
ISBN: 978-1-78441-108-4

Abstract

Details

Leaders’ Decision Making and Neuroscience
Type: Book
ISBN: 978-1-83797-387-3

Book part
Publication date: 2 May 2018

Yew Wah Chow and Lorena Mathien

Contemporary international migrations are changing the global labor landscape. However, not all labor migration results are beneficial. Some home countries lose a great amount of…

Abstract

Contemporary international migrations are changing the global labor landscape. However, not all labor migration results are beneficial. Some home countries lose a great amount of home-educated labor to host countries that offer better working and living conditions, consequently lowering the available amount of critically needed intellectual capital for national utility. Ideally, host countries seeking workers should strive to develop a national policy that maximize “brain gain” by attracting workers with complimentary skills and knowledge to fill local employment gaps. Conversely, donor countries that send workers abroad should develop policies that minimize its brain drain by encouraging their skilled citizens to return home after acquiring enhanced skills and knowledge, thus taking advantage of “brain circulation” effects. Therefore, a nation’s best interest, either a host or donor country, may be best served through the development of protocols that minimize friction during the migration process for preferred migrants. Using Malaysia, as an example, we argue that the recognition of dual citizenship would be the appropriate prescription in reducing the “Great Brain Drain” problem afflicting the local labor market. This recognition serves several purposes: (1) provide labor with economic opportunities while retaining their ability to adjust to political climate by taking advantage of the global mobility of talent with favorable immigration policies; (2) increase Malaysia’s financial and human capital stock by leveraging its diasporas; and (3) alleviate friction in the migration process between Malaysia and host countries that will smooth travel between countries and increase economic transactions back to the country in the form of social and economic remittances. This paper examines this allowance and discusses the implications of a potential Malaysian dual-citizenship policy.

Details

Environment, Politics, and Society
Type: Book
ISBN: 978-1-78714-775-1

Keywords

Book part
Publication date: 7 December 2023

Lars B. Sonderegger

Effective leadership is critical in driving innovation and success in organisations, particularly in today’s rapidly changing environment. However, achieving effective leadership…

Abstract

Effective leadership is critical in driving innovation and success in organisations, particularly in today’s rapidly changing environment. However, achieving effective leadership at all levels of the organisation can be challenging. This chapter argues that understanding how the brain functions is essential for innovation leaders to achieve positive results and higher rates of success in their projects. By analysing relevant research on neuroscientific functioning patterns and developing interventions based on these foundations, this chapter establishes that the brain’s self-organising ability and cognitive processing systems offer valuable insights for effective innovation leadership. Based on neuroscientific evidence this chapter concludes that effective innovation leadership should focus on inviting others to engaged co-creation, rather than directing others to perform specific tasks as if they were ‘a prolonged arm’. Additionally, effective innovation leadership integrates insights from information processing in the brain by providing behavioural-oriented impulses that activate the brain, enabling individuals to maintain focus, restore motivation or emotional stability, enhance mood and confidence, and increase cognitive flexibility. Evidence-based interventions range from structured breaks to powernapping and walking. The importance of self-leadership is stressed throughout the chapter. By deriving solutions from an understanding of how the brain functions, interventions that may have been known for a long time can become evidence-based and optimised for use in organisations. Future research could explore the intersection of neuro- and behavioural science with leadership to further innovate organisational principles.

Details

Innovation Leadership in Practice: How Leaders Turn Ideas into Value in a Changing World
Type: Book
ISBN: 978-1-83753-397-8

Keywords

Book part
Publication date: 15 December 2015

Mark P. Healey and Gerard P. Hodgkinson

For organizational neuroscience to progress, it requires an overarching theoretical framework that locates neural processes appropriately within the wider context of…

Abstract

For organizational neuroscience to progress, it requires an overarching theoretical framework that locates neural processes appropriately within the wider context of organizational cognitive activities. In this chapter, we argue the case for building such a framework on two foundations: (1) critical realism, and (2) socially situated cognition. Critical realism holds to the importance of identifying biophysical roots for organizational activity (including neurophysiological processes) while acknowledging the top-down influence of higher-level, emergent organizational phenomena such as routines and structures, thereby avoiding the trap of reductionism. Socially situated cognition connects the brain, body, and mind to social, cultural, and environmental forces, as significant components of complex organizational systems. By focusing on adaptive action as the primary explanandum, socially situated cognition posits that, although the brain plays a driving role in adaptive organizational activity, this activity also relies on the body, situational context, and cognitive processes that are distributed across organizational agents and artifacts. The value of the framework that we sketch out is twofold. First, it promises to help organizational neuroscience become more than an arena for validating basic neuroscience concepts, enabling organizational researchers to backfill into social neuroscience, by identifying unique relations between the brain and social organization. Second, it promises to build deeper connections between neuroscience and mainstream theories of organizational behavior, by advancing models of managerial and organizational cognition that are biologically informed and socially situated.

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