Whole brain thinking has everything to do with employee performance. Think about how your customers' brains learn when designing learning and performance programs.
Thirty years ago, a high-potential manager in a training class at General Electric's corporate university listened as my father, Ned Herrmann, then head of GE's management education, discussed research he was developing on how the brain affects day-to-day operations.
Struggling to find relevance, the manager remarked, "Learning about the brain is certainly interesting, but Ned, what does the brain have to do with managing?"
"Everything!" Herrmann replied.
By contrast, those learning about whole brain thinking today are often struck by its real-world impact and applications. A manager in a recent whole brain thinking leadership program exclaimed: "If only I had known this years ago! It would have saved me so much time and frustration!"
Yet, even in the midst of an explosion of information about the brain—from the plethora of studies and books to the emergence of new fields ("neuro-fill-in-the-blank") to the deluge of programming ranging from Charlie Rose to the nightly news—many questions still linger:
What do the brain and whole brain thinking have to do with work performance? What have we learned, and what are the implications for the 21st century? What do you need to know now to increase performance results? And what must we, as workplace performance professionals, do to make full use of the diversity of brains in our organizations?
Ascent is a learning and development organization focused on maximizing mid/senior leadership, motivation and performance in the areas of Management, Personal and Youth Development, Sales and Service, Teambuilding and Organizational Design. To find out how Ascent can help your organisation visit www.ascent-world.com, email us at
This e-mail address is being protected from spambots. You need JavaScript enabled to view it
, call us on +971 4 3344627.
| < Prev | Next > |
|---|
