Readers of the Telegraph were recently invited by the Penrose Institute to solve a chess conundrum which was devised to defeat the most powerful artificially intelligent (AI) computer known. The latest neuro-scientific thinking positions the human brain as being much more than a gargantuan computer, rather more powerful and capable of quantum leaps of insight and intuition rather than just systemic logic.
If you’re a chess player and a fan of intellectual games you may wish to take up the challenge by clicking the link below and sending your solution to email@example.com – in doing so you will be helping to unlock the mystery of being human!
Whether you like puzzles or not you may be interested in learning more about the latest thinking on neuroscience. Certainly, the term ‘neuro’ is fast becoming the new management buzz word. Neuroscience helps explain why organisations struggle to implement change programmes and provides pointers for how best to do so. Today, as in prehistoric times, we are hard-wired to look for danger signs and be wary of change. So when change comes along it should be no surprise to leadership teams that, despite their initial optimism and enthusiasm, their well thought out plans are viewed as a threat rather than an opportunity, and with suspicion, reservation and concern. Today’s electronically connected and networked workplaces provide the ideal breeding ground for negative responses, as fear spreads like wildfire creating uncertainty and resistance.
The lack of neuroscience driven change strategies maybe part of the reason for 60% of change programmes failing to deliver their intended objectives. What other areas of life would a 30% failure rate be acceptable? Yet once into the demanding cycle of organisation change leaders struggle to step back and mostly fail to adopt a reflective and considered change leadership viewpoint. To be fair, the changing workplace creates even more challenges for already under pressure leadership teams, who are required to be many things to many people including being innovative, agile, collaborative and strategic. Neuroscience learning offers leaders an opportunity to develop new thinking and build resilience under pressure as a response to the growing challenges of leadership in the 21st century.
If you are planning or experiencing change within your organisation, you may wish to read our White Paper, which explains why neuroscience learning can be valuable to organisations, leaders and employees in relation to the challenges of change, leadership and performance.