While there are critics of neuroscience and its interpretations who worry about the “culture’s obsession with the brain and how we have elevated the vital organ into cultish status, mythologizing its functions and romanticizing the promise of its scientific study,” there is unquestionably a place for neuroscience in the coaching relationship.
In full disclosure I am a coach and organizational development consultant and not a neuroscientist, but I have a passion for social neuroscience. And I’m well informed about the most recent research – so much so, that it has become an integral part of my coaching and consulting practice.
On a purely practical level I’ve found that every coaching experience can benefit from learning and integrating some key principles from the growing field of neuroscience. Perhaps one of the greatest “revelations” for many coaching clients is the understanding that they can shift their thoughts and feelings and change behavior. Continue reading →
We seek self-expression through our work and for many people, work is meaningful and satisfying. But let’s face it – most of us have to work to make money. And while meaningmay be a moot point for the majority of working people – how we think about our work and how we relate to the people we work with has a great deal to do with how we go about achieving results.
An informal poll that I’ve conducted with managers representing a diverse range of companies and positions shows that the average amount of time spent at work is between 10-12 hours. No amount of productivity seems enough.
Overlay these long work hours with existing economic conditions, rapid technological changes, people doing more with fewer resources, high levels of anxiety and uncertainty in the workplace and you have a formula for isolation, disengagement and uncivil behavior. However, at the same time I hear comments that reflect a yearning for something more in the workplace than just a paycheck.