Managers should stop doing much of what they are currently doing. Not because it’s wrong, but because it doesn’t work. This book is about why it doesn’t work, and what the alternative is. By drawing on recent neuroscientific research and new tomographs we are now better able to see how managers think, what influences the thought process, and question what goes on in the bodies and minds of managers.
When the brain becomes the most important work tool, all our preconceptions about what work is about, are challenged. The brain works all day (and night) long. It may have heard about working hours, but does not adhere to them. Furthermore, the brain can work anywhere. Strangely enough, it works rather badly in offices and in meetings. It barely responds when it is invited to a brainstorming session.
This book challenges conventional wisdom about management and fetches new insight from recent neuroscientific research. It is a book for readers who are curious about new perspectives on management, and who are looking for answers to questions such as:
• What is at work when things work well?
• Why do I get so angry at work?
• What drives me?
• Where do I get my energy from?
• Is it possible to improve my sensitivity?