Part 1 of a series on neuroscience and innovation Humans are animals. While we like to think we're captains of our destiny, we're far more driven by instinct than we know. In many ways, we’re just glorified apes, even in business.
I think you do better in life, and at work, if you accept that better than 85% of our behaviours are driven by unconscious drivers. You just have to look at politics to see that often, decisions are made first, and justified afterwards. This is fine when you're making a decision just for yourself – but if you're making decisions that affect others, they need to be made from a more rational basis. This is especially the case, when through technology, a leader can have a much longer lever of control and reach over others. That reach ranges from beiong as small as authority over someone elses job adn job happiness, all the way to the leaders of North Korea and the nuclear threat they wield over millions of people. This is why, leaders especially, need to be aware of their own motives, and drivers, and to be humble about their perspective. Their decsions may be perfectly rational - they need to accept they may not. When I judge leaders, this capacity is one of the most important factors that I use.
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