Brain seesaw

Matthew Lieberman, in a post published on 27 December this year in the Harvard Business Review Blog, puts the following question: Why our brains are wired to connect, our brains have made it difficult to be both socially and analytically focused at the same time? In other words, why is it that when a Manager cares about the results of an enterprise, seldom worry, simultaneously, with the welfare of workers that ensure the efficient functioning of the enterprise? The answer is given by the author alerting for different parts of the brain that activate those ways of thinking. The regions on the external surface of the brain, the frontal lobe, near the skull, are responsible for analytical thinking and are highly related to IQ. On the other hand, are in the Middle regions of the brain, where touching the two hemispheres, which support the social thought. These regions enable us to gather the thoughts, feelings and goals of the person based on what we see of your actions, words and context. There exists a sort of seesaw who plays cerebral preventing the thoughts of one of the regions allow the simultaneous other reasoning. All of this tends to be exacerbated by the fact that, in the business world, be given highlight those that get results. How much more work the focus on results less work the other side of the seesaw. Urges therefore start to reverse the trends and bet more on authentic leadership. In this model the focus is placed on people and their well-being. IE, empathy and compassion will ultimately contribute to the efficiency, which is never neglected.