How to implement a Project U.S. researchers map emotional intelligence of the brain We tend to think of reason and emotion as being two different things, but it turns out that there may not be a choice between the heart and the head. A University of Illinois team, led by neuroscience professor Aron Barbey, has made the first detailed 3D map of emotional and general intelligence in the brain, that shows a strong overlap of general and emotional intelligence. Reason and emotions aren’t opposites, but rather two types of intelligence or, perhaps, two aspects of one intelligence. Reason comes under the heading of general intelligence. That covers higher-order mental processes that include reasoning, attention and perception, and memory and language. There are a number of theories about how general and emotional intelligence are related. Relationships between general and emotional intelligence The study was based on computed tomography (CT) scans taken of the brains of 152 US Vietnam War veterans. In the video below, Aron Barbey discusses the study.
3 important lessons learned from World War I Empires were destroyed, millions were killed and the world was upended in a war meant to end all others. On July 28, 1914, Austria-Hungary declared war on Serbia, a move that came a month after the assassination of Archduke Franz Ferdinand in Sarajevo. In a matter of days, Europe's great powers went to war. USA TODAY Network reached out to historians and foreign policy experts to determine what lessons from World War I can be applied a century later. 1. Though the assassination of the archduke was the flash point that led to war, some have suggested that, given the underlying tensions that had built up in Europe over decades, war was, to some extent, inevitable. "There's always a way out," said Nicholas Burns, a professor at Harvard's Kennedy School of Government and veteran diplomat who served as undersecretary of State for political affairs in President George W. That doesn't mean war can always be averted, Burns cautioned, but an effort must always be made. Autoplay Show Thumbnails 2. 3.
Why Emotion Will Usually Outweigh Logic In The Audience’s Brains | Horace Mann League Blog Many people like to think that business is all about logic, and that customers behave having rationally analysed all available data, considered the various pros and cons of different courses of action and come to a logical conclusion. Although it’s very difficult for very logical people to understand (e.g. accountants, engineers, IT professionals), this could not be further from the truth, as the quote above from Buck Rogers of IBM demonstrates (and he was talking about mainframe computers!). The reality is that a high percentage of the time people make decisions based purely on emotion. They may well rationalise that decision afterwards by using logic, but the decision itself is made on emotion. ay in the centre of the brain and is primeval. The Neocortex is a much more recent development, in evolutionary terms. However, a lot of the time this route ‘short circuits’ and emotions are triggered automatically, with the Cortex being left out.
How Successful Leaders Think We are drawn to the stories of effective leaders in action. Their decisiveness invigorates us. The events that unfold from their bold moves, often culminating in successful outcomes, make for gripping narratives. Perhaps most important, we turn to accounts of their deeds for lessons that we can apply in our own careers. Books like Jack: Straight from the Gut and Execution: The Discipline of Getting Things Done are compelling in part because they implicitly promise that we can achieve the success of a Jack Welch or a Larry Bossidy—if only we learn to emulate his actions. But this focus on what a leader does is misplaced. So where do we look for lessons? I have spent the past 15 years, first as a management consultant and now as the dean of a business school, studying leaders with exemplary records. I don’t claim that this is a new idea. Indeed, my aim in this article is to deconstruct and describe a capability that seems to come naturally to many successful leaders. Determining salience.
David Eagleman: The human brain runs on conflict This article was taken from the May 2011 issue of Wired magazine. Be the first to read Wired's articles in print before they're posted online, and get your hands on loads of additional content by subscribing online. Throughout the 60s, pioneers in artificial intelligence worked late nights trying to build simple robotic programs capable of finding, fetching and stacking small wooden blocks in patterns. The society-of-mind framework was a breakthrough, but, despite initial excitement, a collection of experts with divided labour has never yielded the properties of the human brain. When someone offers you chocolate cake, you are presented with a dilemma: some parts of your brain have evolved to crave sugar, while others care about potential consequences, such as a bulging belly. Consider this lab experiment: if you put both food and an electric shock at the end of a pathway, a rat will pause a certain distance from the end. David Eagleman is a neuroscientist and writer.
What Makes a Leader? Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid—but not extraordinary—intellectual abilities and technical skills who was promoted into a similar position and then soared. Such anecdotes support the widespread belief that identifying individuals with the “right stuff” to be leaders is more art than science. I have found, however, that the most effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. In the course of the past year, my colleagues and I have focused on how emotional intelligence operates at work. Evaluating Emotional Intelligence Most large companies today have employed trained psychologists to develop what are known as “competency models” to aid them in identifying, training, and promoting likely stars in the leadership firmament. Motivation
The Neuroscience of Looking on the Bright Side Ask a bride before walking down the aisle “How likely are you to get divorced?” and most will respond “Not a chance!” Tell her that the average divorce rate is close to 50 percent, and ask again. Would she change her mind? Unlikely. Even law students who have learned everything about the legal aspects of divorce, including its likelihood, state that their own chances of getting divorced are basically nil. Psychologists have documented human optimism for decades. To answer these questions we have investigated optimism by using a recent, burgeoning approach in neuroscience: Describing neural activity related to complex behavior with the simple concept of “prediction errors.” The concept of prediction errors was initially put forward in research on artificial intelligence. How have neuroscientists employed the idea of prediction errors to study brain activity? How can prediction errors help us to understand optimism? Still, a word of caution to avoid being too optimistic is warranted.
Malcolm Gladwell Explains 'The 10,000 Hour Rule' The neuroscience of happiness They say money can’t buy happiness. But can a better understanding of your brain? As recent breakthroughs in cognitive science break new ground in the study of consciousness — and its relationship to the physical body — the mysteries of the mind are rapidly becoming less mysterious. But does this mean we’ll soon be able to locate a formula for good cheer? Shimon Edelman, a cognitive expert and professor of psychology at Cornell University, offers some insight in “The Happiness of Pursuit: What Neuroscience Can Teach Us About the Good Life.” Salon spoke with Edelman over the phone about the brain as computer, our cultural investment in happiness, and why knowing how our brains work might make us happier. In the book, you approach neuroscience from a popular perspective, using language and allegories laypeople can understand. Well, I think the principles in question are actually pretty accessible on what you call a superficial level. That’s a really good question.
IT Salary: 10 Ways To Get A Raise Do you deserve a bigger IT paycheck? Here's how to negotiate with bosses, navigate counteroffers, and avoid mistakes. 1 of 11 Asking your manager for a raise and negotiating a higher salary probably rank right up there with a trip to the dentist's office on your list of fun things to do. According to InformationWeek's 17th annual US IT Salary Survey, IT staffers and managers cite pay as their No. 1 (48%) and No. 2 (46%) workplace motivators. "IT pros have stayed remarkably consistent in their satisfaction with pay and their jobs overall in recent years: Around two-thirds say they're satisfied or very satisfied, a bit less than one-fourth are neutral, and a bit more than 10% are dissatisfied or very dissatisfied," the report states. But that's no reason to get complacent: Money is also the No. 1 reason that IT professionals look for a new job, according to 72% of IT staffers and 70% of managers. "Have a conversation with your manager before you make a change. More Insights
Everyday Stress Can Shut Down the Brain's Chief Command Center The entrance exam to medical school consists of a five-hour fusillade of hundreds of questions that, even with the best preparation, often leaves the test taker discombobulated and anxious. For some would-be physicians, the relentless pressure causes their reasoning abilities to slow and even shut down entirely. The experience—known variously as choking, brain freeze, nerves, jitters, folding, blanking out, the yips or a dozen other descriptive terms—is all too familiar to virtually anyone who has flubbed a speech, bumped up against writer’s block or struggled through a lengthy exam. For decades scientists thought they understood what happens in the brain during testing or a battlefront firefight. Select an option below: Customer Sign In *You must have purchased this issue or have a qualifying subscription to access this content
5 Salary Negotiation Mistakes To Avoid Don't sell yourself short. Here's how to get the salary and benefits you deserve. 7 Super Certifications For IT Pros (Click image for larger view and slideshow.) You polished your resume, aced the interviews, and landed the job. "When you get an offer -- whether it's verbal or written -- always negotiate," said Anthony Gilbert, senior technical recruiter at IT staffing company Mondo. But before there's an offer on the table, you need to know exactly what you want from this next job: salary, benefits, and vacation time, for example. [Think twice before you consider a counteroffer. "You need to know what's going to make you happy in making a move," Gilbert said. Here's a look at the most common mistakes job candidates make leading up to and during the negotiation process. 1. If a recruiter or hiring manager brings up compensation in your initial interviews, deflect the question by asking for more time and information. 2. 3. 4. That said, never overinflate your past or current salary. 5.