Articles
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The Brain-Friendly Organization: What Leaders Need to Know for Intelligence to Flourish
Janet Crawford
Advances in human neuroscience are giving us a window into why people behave as they do and how we can manage our environments and behaviors with others to maximize results. These new scientific findings challenge old assumptions of what it means to lead. While intelligence is our greatest strategic asset, our way of life has become profoundly out of sync with our neurology. We can fight biology or leverage it. As we understand more about human neuroscience, true leadership may become defined as the art of creating brain-friendly organizations.
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Instinct, Intellect, and Horses
Janet Crawford
This article explores the biological and neuroscientific basis for the effectiveness of using horses in the development of leadership skills. We’ll consider the history of our societal evolution away from awareness of our animal nature, examine the neural programming that produces behavior within human social groups and individuals, and look at how interactions with horses can illuminate those forgotten aspects of our being which most influence our daily interactions with others.
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Coaching for Culture Change
Janet Crawford, Lisa Marshall, Kay Sandberg
This article proposes that coaching can be used as one of the most powerful – and underutilized – methodologies for building high-functioning corporate cultures, and describes an approach for introducing coaching into your organization to catalyze widespread change.
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The Living Story
Janet Crawford, Lisa Marshall, Karen Bading
The article first defines the Living Story, a constantly evolving narrative about the future that must be told repeatedly if it is to come to pass. We explain five fundamental declarations that are contained in most Living Stories. Finally, we ask, “Why stories?” and reflect on the power of story as a learning and teaching tool.
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The Language of Trust
Charles Feltman
This article explores the organizational value of high trust between individuals, and details the specific behaviors and actions that form the basis of trusting relationships in the workplace.
