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Recovering backpacker, Cornwallite at heart, political enthusiast, catalyst, writer, husband, father, community volunteer, unabashedly proud Canadian. Every hyperlink connects to something related directly or thematically to that which is highlighted.
Showing posts with label Neuroscience. Show all posts
Showing posts with label Neuroscience. Show all posts

Tuesday, 24 September 2013

Canada's Innovation Deficit: It's Time To Take The Blinders Off


 
 
 
 
Neuroscience is a field that's literally changing everything.  As we understand how the brain works, how it interacts with the rest of the body and how the external world impacts both feeling and thought, the practical implications are enormous.  Haring aids for the deaf, better therapies for those suffering from mental illness, improved educational techniques and even more effective marketing practices all result from this field.
 
The Persuasion Slide: An IntroductionBut none of these results came from a two-step process of A) research leading to B) commercialization.  It takes a lot of misfires, experiments, iterative thinking and cross-jurisdictional sharing to land, eventually, on the innovations that change our world for the better.

Now, ask yourself - would a couple of geeky scientists playing with cats and cameras have been able to secure funding in Canada today?  Would they have had the networking savvy and marketing acumen to pitch their work the right way to funders unwilling to take risks on endeavours they can't understand?
 
There's a reason Canada lags in R&D and innovation - we have developed a culture where the focus is on elevator pitches, low-hanging fruit and straight-to-market production.  This isn't a symptom of an over-regulation; in fact, the Harper Government is focused on de-regulation and still unwilling to support endeavours that fit within their narrowly-conceived mandate/that isn't intuitive for them.
 
Science for science's sake isn't a waste of time; it's an investment in the future.  Yes, we want to be sure scarce public dollars aren't going to studies of beer consumption of soccer fans, but for our own sake, we do have to think beyond the straight-to-market approach favoured by our current federal government.  We also shouldn't expect researchers to be master salespeople, especially as these two skills rarely come together. 
 
Perhaps we should look at ways to partner R&D people with sales people, creating healthy, mutually beneficial relationships that allow for experimentation but always keep an eye on how the science could be turned into profitable opportunity.  There are countless opportunities and permutations possible, many of which we can't fathom until we give it a try.
 
It's not regulation, but functional fixedness that is stifling innovation in Canada.  It's time our government takes off its blinders and looks a bit further afield than it has become accustomed to.
 
 

Wednesday, 21 August 2013

Make Business Humane


Seems a growing number of thinkers are describing the same elephant...

 

We Are Humans in Business

business performance, neuroscience, neuroscience in business, leadershipWe’ve all been taught to think logically and rationally in our business decisions. After all, we’re humans and our conscious, logical mind is under our control. We should use it appropriately. Look around you. You’ll see many examples of anything but logical business decisions.
We are humans in business.   But that doesn’t mean we are always logical and rational. Anything but. We bring all of our human programming to bear on our decisions, behaviors, motivations and beliefs in business.  And that includes our unconscious mindware. For example:
  • Take our action mindware – the programs designed through life experience that decides how we are motivated. If our action mindware has been programmed to be Toward something, we’ll need goals in business to motivate our action toward those goals.  If our action filter was programmed to be Away from things – we’ll need penalties, threats or the proverbial stick to get motivated.  Now think about leading teams with diverse action filters as part of their human mindware.
  • The there’s our values. If we’ve created high priority values focused on honor and integrity, we’ll make decisions based on those criteria.  If our priority value is winning, we’re make decisions based on that criteria. That certainly explains a lot about business in our world today, now doesn’t it? And that’s only one of hundreds of value choices.
  • Now let’s look at our personal beliefs. If we were taught as children that we can’t think quickly, we’ll make slow decisions and probably believe that someone else should do the thinking because we are “slow.”   If we were taught that we were ahead of others in our mental processing, we’ll be confident in our ability to process information and lead the decision making. But what if we can be quick and thorough in our thinking – and only that limited program is preventing us from doing just that?
These examples could go on and on. By now you have the point.

We are Humans Wherever We Go

Our unconscious mind drives ~ 95% of our behaviors and decisions. It doesn’t suddenly say, “Wow, this I is a business decision so I’ll only use some logical business program to make a logical decision.”   It doesn’t have a separate program for business vs personal decisions.   We’re simply not built that way.
That’s why I think it’s so important to understand our minds. To learn and use the amazing new practices we are discovering that allow us to upgrade our mindware. Who doesn’t want to step into their own limitless potential?
Imagine:
  • Being able to ditch  the limiting decisions about yourself  and your business’ capabilities  to step into new perspectives and opportunities
  • Shifting  the thinking and behavioral habits you’d rather not have into the exact thought patterns and behaviors you desire.
  • Having clear and compelling communications with customers, prospects, teams and managers.
  • Understanding prospect’s  programming when it comes to buying decisions, empowering you to better map your value to their needs.
This and more is possible. Right now.
That’s why I think neuroscience is so important. We can all upgrade our minds to step into our limitless potential in business and in life. How cool is that?
On Wednesday we’ll chat a bit about how to recognize our humanness in business with a couple of my personal examples.

Wednesday, 10 April 2013

Food cravings engineered by industry (Kelly Crowe)

 

Food cravings engineered by industry

How Big Food keeps us eating through a combination of science and marketing

 
Standing in her kitchen in downtown Toronto chopping vegetables for dinner, Pat Guillet is aware she has entered the battleground.
 
"Whenever you go grocery shopping, or into your kitchen, you're in a war zone. You have to really be prepared before you go in," she said. She decides, in advance, exactly what she's going to eat, and she forces herself to stick to the plan. Because she knows she is just one sweet mouthful away from a descent back into hell. Pat Guillet is a food addict.
 
"I ate to the point it hurt to move. And I would just lie in my bed and wish I was dead," she said. She has finally wrestled her addiction under control and now she counsels other food addicts to avoid processed food. "Yeah, just the sight of the packages will trigger cravings," she said.
 
Craving. It doesn't just happen to food addicts. Most people have experienced the impulse to seek out and consume a favourite packaged snack food. On one billboard, recently put up in Toronto, the intention to make you reach for another one is prominently declared, in large letters that tower over the city street. It's a picture of a box of crackers, and the promise "You'll be back for more."
  • Bliss point
  • Burn
  • Crunch
  • Flavour trail
  • More-ishness
  • Mouth feel
  • Sensory specific satiety
  • Vanishing caloric density
  • GLOSSARY: 8 terms used by the industry when engineering processed foods (iStock)
  • Bliss point: The optimal amount of sweetness added to a product before it tastes too sweet. For instance the sweetness in ketchup or tomato sauce. (iStock)
  • Burn: Low-level pain created by spicy foods such as chili. It produces endorphins and increases pleasure. (iStock)
  • Crunch: Describes the physical force required to bite into food like potato chips and the sound produced by chewing. Crunch affects how fresh food is perceived to be. (iStock)
  • Flavour trail: The sensory "message" (or quickly fading after-taste) that is meant to stimulate the senses and enhance more-ishness. Diet pop drinks are often formulated this way. (iStock)
  • More-ishness: The response that makes a consumer desire more of a product. A food that promotes more-ishness keeps consumers coming back for more, such as reaching for another chocolate chip cookie. (CBC)
  • Mouth feel: Typically associated with fat, this term is used to describe the texture of a food like chocolate and its ability to spread and reach flavour receptors. (iStock)
  • Sensory specific satiety: A flavour or texture that leads the consumer to feel full or lose interest in the product, such as carrots. This is the enemy of more-ishness. (Matthew Mead/Associated Press)
  • Vanishing caloric density: Term associated with foods that quickly melt in the mouth, such as Cheez-Its. This tricks the brain into thinking it has not consumed calories. (CBC)
1 of 9
They know you will be back, because they've done the research necessary to make it happen.
"These companies rely on deep science and pure science to understand how we're attracted to food and how they can make their foods attractive to us," Michael Moss said.
 
The New York Times investigative reporter spent four years prying open the secrets of the food industry’s scientists.
 
"This was like a detective story for me, getting inside the companies with thousands of pages of inside documents and getting their scientists and executives to reveal to me the secrets of how they go at this," he said. What he found became the title of his new book, Salt, Sugar Fat: How the food giants hooked us.
 
"I was totally surprised," he said. "I spent time with the top scientists at the largest companies in this country and it's amazing how much math and science and regression analysis and energy they put into finding the very perfect amount of salt, sugar and fat in their products that will send us over the moon, and will send their products flying off the shelves and have us buy more, eat more and …make more money for them."
 
It's not surprising to Bruce Bradley. He's a former food industry executive who spent 15 years working at General Mills, Pillsbury and Nabisco, and ran some common food brands including Honey Nut Cheerios and Hamburger Helper. But one day he discovered he couldn't do it anymore.
"There were certainly times that I felt uncomfortable or troubled by what I was doing," he said. "I think that’s ultimately one of the reasons why I left the industry. As you start to get glimpses of products and you understand better how consumers are using them, and then you see trends like obesity and health issues that are increasing, mainly driven by the food we eat, it was hard for me not to just take a more thorough assessment of what I was doing."
 
Now he writes a blog, critical of the food industry.
 
"I decided to step out and ultimately speak out in hopes of bringing more awareness to the issue," he said. "What we eat and drink from a lot of these big food and beverages companies isn't that good for us and we should reconsider it,” he said. "These products are designed to keep you coming back to eat more and more and more. They're trying to increase their share of your stomach."
 
Pat Guillet said it's hard to overcome the addictive appeal of processed foods like ice cream.Pat Guillet said it's hard to overcome the addictive appeal of processed foods like ice cream. (CBC)
 
A Google search of the patents held by the food industry provides a glimpse of the complex technical engineering that goes into building a simple cracker. Scan the scientific journals, or read the food industry publications and a picture emerges of an army of chemists, physicists and even neuroscientists, all working to make sure you want a second cookie.
 
And to understand the research, you need to speak the language. There's 'mouth feel,' 'maximum bite force,' and the important concept of 'sensory specific satiety,' the rate at which a food product loses its appeal as it is being eaten.
 
"That's an expression that says when food has one overriding flavour, if it’s attractive, it will be really attractive to us initially, but then we'll get tired of it really fast," Moss said. "And so these companies make a concerted effort to make their foods not bland, but really well blended."
 
That's so people don't get too full too fast, and stop eating too soon. "If the taste builds too much, consumption will stop … and snacks need to be eaten non-stop until the packet is finished," Thorton Mustard wrote, back in 2002. He was a food industry consultant who revealed, early on, some of the secrets of the food industry, in a book called The Taste Signature Revealed. He wrote that fullness or satiety, is "quite a serious enemy for a product."
 
Mustard claimed he could help food companies design foods that were guaranteed to be "more-ish," which he defined as a quality that made a consumer want to eat more. It helped, he advised, if the food was easy to chew.
 
"If people had to chew the food to extract the flavour enjoyment, it would take longer to eat, be better digested, and the feeling of being full reached far sooner. People would need to consume less," he wrote.
 
Thornton Mustard has retired and couldn't be reached for comment, but Chris Lukehurst is continuing his work through The Marketing Clinic, the consulting company that Mustard founded.
 
"So people read that book, and we've been contacted by people saying, can you really do this? Because we’ve got a problem and we think you can solve it," Lukehurst said.
 
On the art of "more-ishness," Lukehurst explained it this way. "Some products, like most savoury snack products, want to be continually more-ish, so at the end of each product, they want you to reach out for the next product and put it in again, and they often achieve that by having an intense taste at the front of the mouth, and that dies off quickly, and so by the time you’ve finished each mouthful, you're looking to re-taste what you've lost."
 
Chocolates tend to be round to create a pleasant, melting sensation in the mouth.Chocolates tend to be round to create a pleasant, melting sensation in the mouth. (Martial Trezzini/Keystone/Associated Press)
 
The crunch is also crucial, Lukehurst said. "It's partly the noise, the noise amplifies, through the jaw bones connected to your ears, and you can hear the crunch quite loudly when you bite. But it's also the physical requirement to chew on something and crunch it. It just distracts you and pours your mind onto what you’re eating."
 
The importance of "crunch" was confirmed in a study funded by Unilever where the scientists tested whether people's perception of a chip was altered by the sound it made when they bit into it. The researchers concluded that "the potato chips were perceived as being both crisper and fresher when … the overall sound level was increased," indicating another possible way to control the perception of the product, although, the authors wrote, "consumers are often unaware of the influence of such auditory cues."
 
It also helps if the food dissolves quickly in the mouth, tricking the brain into believing that no calories have been ingested. It's called "vanishing caloric density."
 
"What happens is that your brain gets fooled into thinking the calories have vanished and you’re much more apt to keep eating before the brain sends you a signal …you've had enough," author Michael Moss said.
 
The ultimate goal is the bliss point. "The company's researchers have learned to study their products, fiddle with the formulas until they hit that very perfect spot of just enough and not too much sugar to create what they call the bliss point," he said.

Melt-in-the-mouth appeal

Food scientists have even studied the architecture of the mouth. In a paper published in the Journal of Biomechanics, scientists from the Nestlé Research Center examined the "detection mechanisms in the oral cavity," to study how well the mouth could detect the thickness of a plastic disc placed on the tongue. The researchers created a model that would predict the load exerted on the disc when it was deformed by the tongue.
 
Three years later, Nestlé announced a new chocolate with a shape based on the geometry of the mouth, that hits "certain areas of the oral surface, improving the melt-in-mouth quality while simultaneously reserving enough space in the mouth for the aroma to enrich the sensorial experience," the press release announced.
 
It's a clue to understanding why chocolates tend to be round. It seems consumers don’t enjoy a piece of chocolate as much if it has sharp edges. "Absolutely, we're looking for chocolate to be comforting, to be a really pleasant, lovely experience in the mouth," Chris Lukehurst said. "Melt is a very soft, soft experience, and if it's got sharp corners, you're really spoiling that and setting the consumer on edge slightly, before they get the melt. Much better if it’s nicely rounded and they’re already comforted and enjoying it first."
 
And whatever happens on the tongue triggers a response in the brain. That's why neuroscience is the next frontier for the food industry. Francis McGlone was a pioneer when he left academia to work for Unilever, one of the world's largest food companies, back in 1994.
 
"I think I was the leading edge of something which I think is going to become far more prominent," McGlone said. After more than a decade of industry research, he's back in academia, but he remembers his time in the food industry fondly. "As a basic neuroscientist, I was able to look at the mechanisms that drove preference for various types of food," he said.
 
What are those drivers of food preference, in McGlone's opinion? His answer sounded familiar. "I am afraid we find high fat, high sugar, high salt foods very appealing," he said.
 
"Salt, sugar and fat are the three pillars of the processed food industry," Michael Moss said. "And while the industry hates the world 'addiction' more than any other word, the fact of the matter is, their research has shown them that when they hit the very perfect amounts of each of those ingredients … they will have us buy more, eat more."
 
When Moss began working on his investigation into the science of food processing, he was sceptical of concept of food addiction. "Until I spent some time with the top scientists in the U.S. who say that yes, for some people, the most highly loaded salty, sugary, fatty foods are every bit as addictive as some narcotics," he said.
 
Francis McGlone made a similar point in a television program for the BBC, when he put a British chef into a functional magnetic resonance imaging machine, (an fMRI), fed him chili, and took images of his brain, which showed how the burn from the chili peppers triggered the release of endorphins. "The consequence of that low level of pain is that it floods the brain with its own natural opiates, so you can see another way of kicking up a pleasure system," McGlone said.
 
But many ingredients in processed food have nothing to do with taste. They're there to reproduce a certain texture, to control the moisture level, to keep the various ingredients from separating and spoiling during the months that they will sit on the shelves.
 
Food companies seek the perfect spot of just enough  sugar to create what they call the bliss point, says author Michael Moss. Food companies seek the perfect spot of just enough sugar to create what they call the bliss point, says author Michael Moss. (Naum Kazhdan via Pulitzer Prize Board/Associated Press/New York Times)
 
"Absolutely, that's essential to the processed food industry, that their food be able to remain in a warehouse, in shipping, and then in the grocery story for weeks or months at a time," Moss said.
To mask the bitterness or sourness that the formulations can cause, the food industry uses flavour enhancers, invisible ingredients that trick the brain into tasting something that isn’t there, and not tasting something that is there.
 
"Ingredients like that are kind of bundled under what may seem like relatively innocuous labels like 'natural flavours' or even 'artificial flavours,' when truly they are much more surprising when consumers really understand what it is," Bruce Bradley, the former food industry executive, said. "There's tremendous amounts of money spent behind creating tastes and smells that feel real but in reality are completely artificial."
'These products are designed to keep you coming back to eat more and more and more. They're trying to increase their share of your stomach.'— Bruce Bradley
Because without flavour enhancement, no one would eat it. "It would taste horrible, you'd want to spit it out," Bradley said.
 
Michael Moss was treated to a special taste test, while researching his book. "Kellogg invited me into their R&D department, and prepared for me special versions of their iconic products, without any salt in them at all. And I have to tell you, it was a God-awful experience tasting those things. Normally, I can eat Cheez-Its [crackers] all day long, but the Cheez-Its without the salt? I couldn't even swallow them. They stuck to the roof of my mouth. The real impressive moment was when I turned to the cereal, which, without salt, tasted like metal. One of the miracle things that salt adds to processed foods, it will cover up some of the off notes that are inherent to the food processing systems that they rely on."
 
Bruce Bradley says all of that processing takes food to a different place. "We're not talking about food actually being real anymore. It's synthetic, completely contrived and created, and there's so many problems about that because our bodies are tricked and when our bodies are tricked repeatedly dramatic things can happen, like weight gain" or endocrine disruption, diabetes and hypertension, he said.
 
What about the scientists who created these products? Moss says some of them are having second thoughts about their popular creations. "A number of the people I talked to invented these icons really in a more innocent era, when our dependence on processed foods was much less than it is now. And over time, they've come to regret how their inventions have come to be so heavily depended on by us. So yes, any number of these scientists are now looking for ways to help their companies improve the health profile of their products."
 
Appreciating the power of salt, fat and sugar in snack foods could help people from overdoing it.Appreciating the power of salt, fat and sugar in snack foods could help people from overdoing it. (Matt Rourke/Associated Press)
 
Bruce Bradley says he believes food companies are trying to make some changes. " think there's an element of it that’s sincere. I've certainly worked on several products where there was a sincere effort to reduce the amount of sodium or sugar in that product," he said.
 
But he says there is only so much tinkering that can happen with the three basic building blocks of processed food. "To make these highly processed foods taste great, they require salt and sugar and fat, and so while there may be some very good intentions … it's just not in the cards to get a product that tastes really great."
 
Chris Lukehurst believes the food industry is making a mistake trying to formulate lower salt, sugar and fat versions of their popular brands while still hoping to match the original taste. Instead he says the food engineers should tinker with the crunch, the mouth feel and other sensory aspects to make consumers like the new versions better, for different reasons.
 
"What we would argue is don't try to make it taste the same, make it work better for the consumer. So when they're tasting this product, they may well notice a taste difference, but the emotional delivery they’re getting out of it is at least better than it was before," he said. "Let's find what emotions are lacking when you take the fat out. How can we make those emotions up in different ways?"
 
Today's grocery shelves are filled with the promise of healthier snack foods. Cookies now sport a bright green label, claiming to be a "sensible solution." Chips boast about "the goodness of whole grains," and crackers proudly declare that they've been "baked," not fried.

Pressure on food industry

Bruce Bradley believes the food industry has simply identified a new market opportunity. "These companies are extremely profit-focused, as are all publicly held companies out there. It is a quarter to quarter profit drill," he said. "If the food industry can find a way to market it and make money off of it, I’m sure they will. But if, in the long term, it is decreasing the amount of food that they can sell, I don’t see that as being an avenue that they will go down."
 
"There's huge and growing pressure on the food companies now, from consumers who are concerned about what they're putting in their mouths," Michael Moss said. "There's equal pressure coming from Wall Street, which is concerned about sales, and there's starting to be increasing attention paid by government regulators. I think you have all three of those converging on the food giants right now, and of course, what will happen remains to be seen."
 
Meanwhile, Moss has his own food cravings to fight. "I'm a huge fan of potato chips and I can overdo it like the next person," he said. "But what's really helped me is getting inside the companies and understanding how they formulate and perfect their product. I can see where they're coming at me and appreciate the power of the salt, the fat and the sugar in potato chips. And I think that helps me control my indulgence."
 
For Pat Guillet, back in her kitchen, determinedly chopping celery, there is little hope for relief. "If I had one spoonful of ice cream, I would want the whole tub," she said. "And there were times I ate the whole tub. And I would sit there and say 'I've gotta stop, I've gotta stop,' really feeling completely unable to act on what my brain is telling me."
 
That's why she is bracing for a lifelong battle with the sugar demons that lurk in the processed food aisle. "These foods are so addictive, so appealing, they give you a high and you feel better," she said. "And the thing many food addicts say is, long after the food causes us joy, long after it causes us misery, we still couldn’t stop. It becomes hard-wired and it's very hard to overcome."
 
This is the first of two special features by health reporter Kelly Crowe on how industry designs food so that we crave them.

Sunday, 31 March 2013

Show Me Your Calves: Slaves to Fashion



 
 
 
There is a whole science around manipulating people's drives to get them to behave in a certain way; cast their vote for or against, buy a product, ignore the man behind the curtain.  It used to just be an art - marketing, manipulation, a slight of hand. 
 
Now, with the crystallization of NLP, neuromarketing and such, it's a science.  Other people are learning how to make you think their desires are your original inception. 
 
But who pulls the puppet-masters' strings?  When they feel they're smart and everyone else is dumb, their confidence blinds them to their own motivations.

There's only one way to illuminate the shadow-world of the semi-conscious mind.  The answer's a variation on a theme we've come across time and again -

Recognize that we are imperfect, accept that we're part of something larger than ourselves and come to terms with the fundamental premise that no man nor woman is an island - together, we're a system.

Sounding a little too pseudo-religious for your liking?  You can interpret it that way, if you like - really, though, it's just science.

What's Better for Business: Logic or Emotion? Answers From Neuroscience (Forbes)

 
The scary part?  I keep finding articles that provide support for theories I came up with independently.  That's not a ego-boost, but an alarm; the question that will always gnaw at me is, "am I unconsciously seeking validation for my own opinions?"
 
 
 
 
 
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.
Neuroscience business expert Janet Crawford
 
For over a century, the overriding philosophy in business has been that rational decision-making is better business. Irrational decisions, on the other hand, were to be avoided. We’ve probably all seen bad executive decisions made based on miscalculated fears, misperceived threats, or misdirected loyalties.
 
Today, science is teaching us that the bifurcation between logic and emotion is not so clear cut. There is business value lurking in what appears to be irrational. Think of the intense devotion of startup teams in Silicon Valley. Think of the culture that surrounds iconic companies like Harley-Davidson. Think of the passion of Apple fans camping out overnight to be first in line to buy a new product.
 
Given what science is revealing about the human brain, what are the implications for business? Janet Crawford is one of the world’s pioneers in applying neuroscience to business. Her firm, Cascadance, leverages biological design to improve individual and team performance. I’ve had the honor of working with her in creating Rainforest Architects, a workshop to train leaders on how to spark their innovation ecosystem by applying techniques from Silicon Valley.
 
Below is part 1 of an extended conversation with Janet. Over the course of this discussion, we dig into human nature, explore how biology affects innovation, and give you practical tips to increase the innovation in your ecosystem.
 
Q: Why does human nature matter in business?
 
Janet: Business is best when the people providing goods and services feel passion and commitment to what they are producing and their customers feel they’ve received value. The operative word here is “feel.” When we use the term “rational” in business, we usually mean dispassionately data driven and informed by explicit measureable criteria.
 
Q: Why do we care so much about rationality in the first place?
 
Janet: Our love affair with the rational world goes back 600 years to the Scientific Revolution, which set in motion not only an epic blossoming of human innovation, but also a series of beliefs about human nature that in large part are being dismantled by recent neuroscience discoveries.
The brain
The Brain runs the world in ways we can't easily detect
 
Q: But what’s wrong with rationality as a goal in business?
 
Janet: The problem is that most of what we view as being rationally determined isn’t. Viewed from the lens of brain science, emotions are elegant shortcuts that allow us to sort through reams of implicitly stored (i.e. outside consciousness) neural patterns and generate feelings that guide us toward or away from a course of action. Without emotion, we are biologically incapable of making decisions. Logic is often the last step in the process. The conscious intellectual brain steps in to produce a rational backstory to justify impulses generated in the murky corners of the unconscious mind.
 
Q: Can you give an example of that interplay between logic and emotion?
 
Janet: How many times have you left a data-soaked, death by PowerPoint meeting unable to identify anything faulty with the “facts,” yet left with a feeling that something wasn’t quite right? Your unconscious mind might indeed be letting you know there’s a pattern that doesn’t fit. Equally, it could be that the presentation was sound, but that it overwhelmed the limited capacity of your rational mind, while failing to satisfy your biological need to feel emotions like trust, acceptance, and excitement.
 
Q: Why are humans designed so “imperfectly” in this way?
 
Janet: We come preloaded with deep programming, generated from a long tribal evolutionary history on the plains of Africa. Our DNA tells us to distrust strangers and those who are “different” from us. We see this behavior even in infants nine months and younger. We resemble our primate cousins when it comes to status-seeking behaviors. Power displays like puffing out our chests causes surges of testosterone, translating into increased confidence in both subject and viewer. Soothing touch works on our oxytocin systems, enhancing measures of trust. These are but a few examples of a vast repertoire of unconscious behavioral influences. The point is people act on these feelings of trust, distrust, confidence, etc. and will find ways to make the data confirm their felt experience.
 
Q: But aren’t our rational selves still in control at least most of the time?
 
Janet: Most neuroscientists would agree that well over 90% of our behavior is generated outside of consciousness. We are more slaves to our biology than we realize. Our rational minds represent a very small layer floating atop a vast well of unconscious drivers. Business leaders who understand biological programming and can leverage it possess an enormous advantage.
 
Q: Can you give an example of how biology affects the innovation process?
 
Janet: Sure. There are two main areas where biology affects innovation. First, human neurology is built to resist change. After all, if we’re alive, most of what we’ve done to get here has worked! In order to conserve the status quo, the brain generates feelings of discomfort when we try new things or attempt to change. This is counterbalanced by other systems, driven by dopamine, that reward exploration and discovery.
 
Q: How does that counterbalance work in the brain?
 
Janet: It’s a balancing act. When we experience too much stress and threat, the tendency is to retreat into habitual known responses. When we feel sufficiently (but not overly) secure, we venture into new territory. The prefrontal cortex, the area resting just behind your forehead, is key to innovative thought. As Dr. Amy Arnsten of Yale University puts it, “it’s the Goldilocks of the brain….it wants everything just right.”
 
Q: What’s the second way that biology affects innovation?
 
Janet: Second, at a fundamental brain level, innovation is the intersection of previously unrelated neural patterns. We are pattern-making creatures. From the time we’re born, our brains are busily encoding any useful and repeating relationship between objects and events to which we’re exposed. Since the brain possesses very little capacity for conscious attention, it uses these patterns to automate our responses to the environment as much as possible.
 
Q: So our brains create patterns to make sense of things. That’s an efficient way to deal with our environments, right?
 
Janet: The great news is that this works marvelously most of the time. The downside is that we sometimes automate patterns that may have limited utility or which are outmoded hand-me-downs from another generation or set of circumstances. Also, our neural patterns are constricted by our unique circumstances and by what we’ve paid attention to. There’s way more data in the environment than ever makes it onto our neural maps.
 
Q: So how do new patterns get formed in our brains?
 
Janet: In order to create new intersections, it’s crucial that we cross-pollinate by engaging with diverse people, activities and experience to provide the raw materials for serendipitous insight. Just like in venture capital, most of these intersections will go nowhere. The more diversity in the system, however, the more “weeds” will flourish and the greater the likelihood that some of them will be useful!
Taming the Lion
"From a sheer physical perspective, we humans are a wimpy lot."
 
Q: Are humans designed to innovate?
 
Janet: Humans are marvelously unique among the animal kingdom in that we’re the only species designed to imagine a future that doesn’t exist today and to coordinate action with other human beings to make our visions reality. No other species manipulates the environment to make life easier in quite the way that we do. It’s what has allowed our species to dominate the planet and grow to 7 billion strong. It’s also what drives us to build businesses and engage in commerce.
 
Q: Are human beings, therefore, the perfect animal?
 
Janet: From a sheer physical perspective, we humans are a wimpy lot. Most other mammals are stronger and faster. An isolated human on the African Savannah will likely become dinner on fairly short order. But, we possess two amazing superpowers – imagination and the ability to collaborate and pass down learning through language.
 
Q: How did you first realize that our biological selves and our rational selves were not the same?
Janet: I grew up on a military research base in the middle of the Mojave Desert. My father was a well-respected rocket scientist and I spent my childhood surrounded by gifted scientific minds. Even from the perspective of a child, it seemed obvious that highly rational thinkers often behaved in ways that were anything but. Later, as a manager of scientists and engineers, my experience was confirmed anew.
 
Q: What was your first insight into the power of neuroscience to explain human behavior in business?
 
Janet: In the mid 1990’s, I was introduced to the concept of an “amygdala hijack.” The amygdalae are two small almond-shaped structures in the brain that among other things, monitor environmental and social threats and allow us to respond reflexively when perceived levels get too high. They figuratively hijack our volitional choice by redirecting behavioral control to more primitive responses such as fight, flight and freeze. This small bit of neuroscience went a long way to explain the defensive posturing, shutting down and avoidance I’d seen in the business world.
 
Q: What other ideas have inspired you in this work?
 
Janet: Around the same time, I read two pivotal books, Descartes’ Error and A General Theory of Love. These books changed the way I thought about human nature and illuminated my understanding of why people act in, as MIT Professor Dan Ariely aptly puts it, “predictably irrational” ways. I was hooked. Since then I’ve become a student of the behavioral sciences, reading research, attending social and cognitive neuroscience conferences and connecting with researchers.
 
Q: Do you consider yourself a scientist or a business expert?
 
Janet: I consider myself to be both. My company, Cascadance, works with cutting edge business leaders to build leadership practices and cultures that leverage the best of our biology. My original training was as an environmental scientist. I worked in that field for over a decade, both as a practitioner and a leader, transitioning into business consulting and executive coaching in the mid 1990′s. My background in environmental science has not only given me a wonderful systems perspective on human behavior, but also gave me the strong grounding in science necessary to read original neuroscience research and ask critical questions. As in any concentrated field of study, many neuroscientists are unable to see the larger implications of their work. I see myself as a bridge and translator between the research and its enormously useful real world applications.
Paques01
"It’s in play where we often gain access to our vast unconscious warehouse of neural information."
 
Q: What are some simple steps people can take to be more innovative, based on biological thinking?
 
Janet’s suggestions:
 
1. Take care of your biological instrument – The areas of the brain involved in innovation are particularly sensitive to sleep deprivation, poor diet, lack of social connection and stress in general.
 
2. Expose yourself – to new and different ideas, disciplines, cultures and environments. The tendency in business is to hunker down, focus, and try to get as much done as possible in as short a time as we can. If we can’t think of a reason that something needs to happen, we deem it a luxury or waste of time. Great innovations happen when there’s a large pool of seemingly unrelated content to pull from. We have to set time aside to cross pollinate even if we can’t see the immediate application.
 
3. Be inclusive and create safety – People outside the system bring fresh neural patterns. People within the system often think and see in much the same way. Unless there are practices that allow diverse elements in your ecosystem to intersect, and unless you’ve created the safety to prompt people to speak up, vast amounts of insight will remain undiscovered.
 
4. Create forums where people can play and prototype – All mammals play, and it’s in play where we often gain access to our vast unconscious warehouse of neural information.
Victor W. Hwang is a venture capitalist and entrepreneur in Silicon Valley with T2 Venture Capital. He is co-creator of Rainforest Architects, a workshop for leaders seeking to create their own innovation ecosystem based on techniques from Silicon Valley. The next program is on April 22-24, 2013.

Friday, 2 March 2012

Politics of the Human Animal




Group Think
It’s like watching a car crash, or a school-yard fight; something isn’t quite right, so we’re drawn to it. 
Ever wonder why?
If you watch herd behavior, say a flock of fish, the grouping of individuals into a collective makes it harder for a predator to pinpoint a weak link or know where to strike.  Animals like a lion or a tiger will chase a specific, small or weak animal – the one that will also get left behind when the majority groups together and rushes off.  This is how evolution works – the weak individuals get consumed, the fittest survive.  In society, we call this bullying, getting ahead or politics as usual, depending on the context.  Individual palyers don't consciously know the impact their behaviour will have on the crowd and vice versa; it's there none the less.
People like to think that we are superior to and separate from nature and therefore, justified in doing whatever we please to our environment.  Not only is this wrong; the very reasons why people think such things is biological.   
We have an urge to group together whenever there is a perceived threat, just as someone experiencing acrophobia has an uncountable urge to lie down.  We have a tendency to compete more vigorously with each other when resources seem scarce.  The more occupied our heads are, the more likely we are to skirt over what we perceive as minor issues – until they don’t feel minor any more.





Politics
People are busy, so politics isn’t of major interest to us.  It’s a big mass of incomprehensibleness, so we are less motivated to confront it.  Politicians count on this – they use the “nothing to see here” meme, because they don’t want to deal with scrutiny.  Or, they shout fire and try to redirect your attention.
For their end, politicians are frequently loath to deal with the big, messy challenges of our times – the Gordian Knots of politics like urban transit, poverty reduction, mental health.
Yet, when it becomes clear that our own interests are clearly at stake either positively or negatively, we become unwaveringly engaged.  We just need enough motivation to get there.  This can be a limited number of resources available (SALE! Come buy before it’s all gone!), a significant threat to safety (trouble lapping at our shores), control (i.e. “you’re withus or with the child pornographers” polarization) or my favourie, the desire not to be l left out of an emerging movement.
The question is, where does our threshold of self-interest lie?  If you’re a cut-throat entrepreneur or a narcissist, it’s pretty high.  You’re about you all the time.  If you’re a “why can’t we all get along” heart-bleeder, it’s pretty low.  There’s a reason shame is connected with empathy and neither rest at the top of behavioural traits of the 1%.
So – Stephen Harper plays an “ends justifies the means” game because he’s a worried, worried man – the world’s a threatening place to him.  He tries to distract the public from his team’s increasingly self-serving, socially-detrimental tactics by either saying “there’s nothing to see here” or shouts fire while pointing elsewhere.  He also walks away from big, messy problems like national healthcare integration because he doesn’t see it as relevant to him.  He’s predator of the populace, prey to his own fears.
For our part, we overlook prorogation, in-and-out, etc. because it isn’t seen as that relevant to us – it’s all an over there thing.  When it comes to robocalls, though – that’s a bit like a deceptive advertisement, isn’t it?  Now that it’s seen as a legitimate threat to our individual control, what have we done?  We’re circling the wagons.  Just as any group does when there’s a perceived threat.
The more convinced we are of our own internal sovereignty, the more we subject ourselves to unconscious, biological control.  The more we question ourselves and connect with others, the more actual influence we have.
That’s why education in general and understanding cognitive function in particular are so important.  Without knowledge, we’re slaves to our own natures.