Archive for the 'behavioural change' Category

Why Brainy Thinking Needs More Than A Brain

Jul 03 2015 Published by under behavioural change

Hopefully by now most of us realise that the mind versus body problem is a quaint notion from the past, when we mistakenly believed that our minds floated in some ether disconnected from the real world. The idea of embodied cognition, that the brain is in fact only a central switching point for the central nervous system to send constant feedback on where we are and what we are doing.  We only learn and acquire knowledge through our body (via the senses), and we only experience the world, including emotions, feelings and experience, through this system. Read more »

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The Power of Persuasion

Feb 27 2011 Published by under behavioural change

I have never been a great salesmen, and would love to improve my powers of persuasion.  To remind myself of the psychology of persuasion I re-read Robert Cialdini’s classic book Influence recently, and found all that I need to know about the theory.  The book also contains some great examples of  the application of his six principles, along with strong evidence for them.  All I need to do now is to practice! Read more »

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Cognitive Deficit?

Jun 30 2010 Published by under behavioural change

“Genius is nothing but continued attention.”  – Claude Adrien Helvetius

We all know that we should manage our time more efficiently, and most of us are very bad at switching off email and social networking connections to focus on work, but how much impact does constant disruption have on our efficiency?  More importantly, what is the longer-term impact of the deluge of data on our brains?

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Oblique rules (or the importance of being irrational)

Apr 19 2010 Published by under behavioural change

“Do I contradict myself?  Very well then, I contradict myself.  I am large, I contain multitudes.”  – Walt Whitman

In Obliquity, John Kay provides an elegant and clear explanation of why goals are more likely to be achieved when pursued obliquely rather than head on.  He provides great examples of how the most profitable businesses are not run for profit, the most successful careers do not pursue success and many other cases where iterative or adaptive approaches lead to greater success than more direct ones, with the ability to cope with the complexities of a changing world and human social networks.

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