The field of cognitive neuroscience concerns the study of the neural mechanisms underlying cognition. Cognitive neuroscience overlaps with cognitive psychology, and in fact has its roots largely in cognitive neuropsychology. But whereas cognitive psychologists seek to understand the mind, researchers in cognitive neuroscience are concerned with understanding how mental processes take place in the brain.

As stated in the article "Neuroscience of Leadership" by David Rock and Jeffery Schwartz... "During the last 20 years, scientists have gained a new, far more accurate view of human nature and behavior change because of the integration of psychology (the study of the human mind and human behavior) and neuroscience (the study of the anatomy and physiology of the brain). Imaging technologies such as functional magnetic resonance imaging (fMRI) and positron emission tomography (PET), along with brain wave analysis technologies such as quantitative electroencephalography (QEEG), have revealed hitherto unseen neural connections in the living human brain. Advanced computer analysis of these connections has helped researchers develop an increasing body of theoretical work linking the brain (the physical organ) with the mind (the human consciousness that thinks, feels, acts, and perceives)."

The implications of these new findings are particularly important for organizational leaders. Workplace behavior in the doesn’t work the way many executives think it does. That fact also explains why many leadership development efforts and organizational change initiatives fall short of expectations. And it also helps explain the success of companies, whose shop-floor or meeting-room practices focus on continual education of the brain and reinforcement of key habits for success.

Leaders and managers who understand these breakthroughs in cognitive neuroscience can lead and influence organizational transformation that takes into account the physiological nature of the brain, and the ways in which it predisposes people to resist some forms of leadership and accept others. As stated in their article, Rock and Schwartz say, "Several conclusions about organizational change can be drawn that make the art and craft far more effective. These conclusions would have been considered counterintuitive or downright wrong only a few years ago."

Here is a synopsis of their conclusions:

• Change causes pain. Change is unexpectedly difficult because it provokes sensations of physiological discomfort.
• Changing only observable behaviors doesn’t work. Change efforts based on incentive and threat (the carrot and the stick) rarely succeed in the long run.
• Focus is power. The act of paying attention creates chemical and physical changes in the brain.
• Expectation shapes reality. People’s preconceptions have a significant impact on what they perceive.
• Attention density shapes identity. Repeated, purposeful, and focused attention can lead to long-lasting personal evolution.

These concepts and constructs are what we utilize at Break Free Consulting through the 6 Advisors™ program. Using Axiology, we measure the thought processes and using the information from neuroscience, we develop exercises and programs that focus on expectations and daily goals to achieve last results in personal evolution.