Brain Traps E-Book

Bernd Hufnagl

• Herausgeber: Molden Verlag
• Kategorie: Geisteswissenschaft
• Sprache: Englisch
• Veröffentlichungsjahr: 2017

Seitenzahl: 249

Beschreibung

Based on findings from the neurosciences and evolutionary and behavioral biology, Bernd Hufnagl explains exactly how our instincts, our reward systems, and even our declining willingness to change are affected as a consequence of working in an environment that is in opposition to brain-friendly conditions. All too often, stress and burnout are dealt with in an indiscriminate manner, without taking the specific risk scenario into account– in the family, in the school – but above all in the workplace. This book makes the case for more patience and mindfulness in the routine of our hectic multitasking lives. It offers a new, more differentiated view and compares the logic, knowledge, and experience of the workplace of international corporations with the knowledge and logic of our brains’ own “software”.

Leseprobe

Bernd Hufnagl

Working in a world of constant distraction

TABLE OF CONTENTS

COVER

TITLE

PROLOGUE

CHAPTER 1: THE LOGIC OF OUR BRAIN

FROG, AGGRESSION, AND IMPULSE CONTROL

SHREWS, MEMORY, EMOTION, AND MOTIVATION

CONTROLLER, CONSCIOUSNESS, REASON AND LANGUAGE

INADEQUATE MEMORY

CHAPTER 2: STRESS AND INNER RESISTANCE

LEARNED HELPLESSNESS

PROCESSING, STANDBY, OR OFFLINE MODE

STRESS AND AUTONOMIC CONTROL

LINKED EXPERIENCES AND INNER CONVICTION

CONTROLLABLE AND UNCONTROLLABLE STRESS

INNER RESISTANCE: RESILIENCY OR VULNERABILITY?

CHAPTER 3: WORK AND OUR ABILITY TO PERFORM UNDER PRESSURE

IS JOB BURNOUT JUST A FAD?

DEFINITION AND CORE CRITERIA FOR BURNOUT AT WORK

SALUTOGENISIS

FERTILE GROUND FOR EXCESSIVE STRESS

PRESENTEEISM

CHAPTER 4: WORKING IN MULTITASKING MODE

A TYPICAL WORKING DAY

WORK DISRUPTIONS

MULTITASKING: SHOULD WE DO EVERYTHING SIMULTANEOUSLY, OR SHOULD WE DO ONE THING AT A TIME?

THE EFFECTS OF PERMANENT DISTRACTION AND CHRONIC MULTITASKING

DOES MULTITASKING OFFER ANY BENEFITS?

CHAPTER 5: BRAIN FRIENDLY EMPLOYEE MANAGEMENT

THE EVOLUTION OF LEADERSHIP

MANAGEMENT AND HERD BEHAVIOR

ACCEPTANCE OF LEADERSHIP

PERFORMANCE AND OPTIMISM

COMMUNICATION

APPRECIATION AND MULTITASKING

DELEGATING

CHAPTER 6: MOTIVATION, DECISIONS, AND THE WILLINGNESS TO CHANGE

MOTIVATION AND MEMORY

DECISIONS: A COMPETITION BETWEEN FROG, SHREW, AND CONTROLLER

FREE WILL

DO WE DECIDE WITH OUR GUT OR WITH OUR BRAIN?

BIOLOGICAL DECISIONS

THE WILLINGNESS TO CHANGE

EPILOGUE

LITERATURE

IMPRINT

PROLOGUE

Have you ever been reading a book for a while, only to realize that you didn’t have the faintest idea what you had read for the last ten minutes? My guess is that you know exactly what I’m talking about. Or perhaps you have found yourself in the following situation: You’re sitting at the breakfast table reading the newspaper. You read the headline and the first two sentences of an article. Then, all of a sudden, you find yourself in the middle of the next article without knowing how you got there. You continue reading the rest of the newspaper in the same vein, unconsciously scanning and skipping from one article to another. This is referred to as executive reading and for many managers it’s a point of pride that their brain has the capacity to scan innumerable documents and e-mails at an impressive speed. What’s more, they even believe that they are able to fully grasp and retain the main ideas of the articles they have skimmed over. Perhaps it’s possible.

Another common occurrence, both in the business world and in everyday life, is what is referred to as executive listening. For instance, let’s say a person is carrying on a conversation with a colleague or co-worker and during the conversation (you can probably guess where I’m headed), they find themselves thinking about something completely different. You might ask yourself why this tends to happen? The reason is that, mentally, we have already moved on and now, since the conversation is still going on, have to act as if we were still listening for the sake of appearance. The ability to immediately “know” or anticipate what someone is going to say is referred to as executive listening. This ability involves making premature and often hasty judgments based on our own life experiences. This practice is vastly different from the ability to patiently and attentively listen to someone with the intent of truly understanding them. A good CEO understands the value of listening as the first necessary step in making correct decisions. But is he aware that children are not the only ones plagued by attention deficit/hyperactivity disorders? The inability to fully focus on just one thing is a problem of increasing magnitude in today’s business world.

Working with a second screen has already become a well-established trend. Many of us have become accustomed to surfing the internet and checking our e-mails, messages, WhatsApp, Facebook, and Twitter accounts while simultaneously watching television. Our brain has already learned to adapt to these new challenges. I’m sure that some of these developments are cause for celebration. After all, today’s young text message champions can definitely type faster than most fifty-year-olds. They also make fewer typing mistakes because the brain area that is responsible for controlling the thumb has measurably increased! At the airport recently I had the pleasure of watching a young Japanese woman hastily writing a message on her smartphone. It was very impressive indeed to watch someone produce so much text in such a short period. I’m fairly certain that I can’t even speak as quickly as she could type, and believe me, I can speak very quickly. On the other hand, one might ask oneself just how important this skill really is. After all, it looks like the use of voice navigation for controlling and communicating with our devices is just around the corner.

One very positive finding is that surgeons who frequently play computer games in their leisure time are able to perform operations using computerized systems measurably better than their colleagues. It seems that their ability to perceive space on a two-dimensional computer screen is more pronounced. Playing video games appears to sharpen the skills surgeons draw on while operating, and for that reason I advise all surgeons to head to the game console. These studies are all very interesting, but I think it would be wise to apply the results of our brain research to today’s business world. We will be looking at the influence of technology on our ability to focus, and examining a few advantages as well as some well-documented drawbacks that today’s customary way of working entails. Unfortunately, many people in today's business world are not operating under “brain-compatible” conditions. In this book, I will illustrate and explain what brain-compatible conditions are, and how they are connected to our body's “reward system”, and to our memory. I will also shed some light on the effects of work interruptions, distractions, multitasking, and our declining willingness to change. The effects of working under incompatible brain conditions are already apparent. Mental illness seems to be increasing as rapidly as resiliency seems to be decreasing. Stress and burnout are becoming threateningly commonplace, and all too often remain undifferentiated.

I find this astounding, because after all, objectively and geographically speaking, we are living in a historically unparalleled state of prosperity and security. We need to ask ourselves if perhaps we have not become so spoiled that we are no longer willing or able to relinquish – even in part – certain privileges we believe we’ve earned and that we’ve come to take for granted. Or do we have to accept the hypothesis that our business world is simply not able to provide appropriate conditions for a healthy working environment? Are managers and employees victims of the “system”, or are we, as individuals, responsible for establishing brain-compatible working conditions?

I submit that we need a better measurement of performance! The very nature of our success-oriented culture inevitably exacerbates the problem of declining personal resiliency and personal performance, due to the fact that the success of the system is always rewarded first and foremost. That’s not a negative thing in and of itself; however, it does raise the question as to whether it allows each individual to emotionally recognize and experience their small day-to-day achievements.

This book aims to impart and elaborate on knowledge, theories, and hypotheses gained from neuroscience, evolutionary and behavioral biology, psychology, and happiness research. It has been written with a specific target group in mind – namely, managers and employees working in organizations. In other words, people who must complete tasks dictated by others, meet objectives and reach goals which are primarily not their own, and who are expected to complete as many tasks as possible as quickly as possible, simultaneously and daily.

It will not escape the attentive reader that this book contains terms from different fields of both science and business. My goal is to merge the different perceptions and “languages” of both the science and the working world in order to further a better general understanding. My desire to always remain a generalist and to answer questions on a fundamentally interdisciplinary level is reflected in this book, and can be traced back to the influence of one of my teachers, Rupert Riedl.

For simplicity’s sake, I have had to make compromises in translating scientific findings into understandable images. This was not as simple a task as one might imagine. From a scientific perspective, an obvious blurring of language and content is apparent in the images I have proposed. Nevertheless, I hope to help the reader become more familiar with the evolutionary “logic” of our brain through the use of simple and recognizable terms such frog, shrew, controller, memory, hardware, and software. I am fully aware that our present conception of neurobiological processes in the brain is characterized by continuous, non-linear networks rather than clearly separated brain areas. It was of major concern to me that the reader is able to trace the development of our brain’s functionality, which has had to adapt to a vast range of diverse conditions and requirements over millions of years. I am convinced that these figurative images will help us to better understand and learn from the logic of our behavior. My many years of experience in university-level teaching, giving presentations, holding management trainings, and as a management consultant confirm the usefulness of these “translation devices”. I’m not interested in simply creating a catalogue with a list of exciting and entertaining insights, but rather in improving both our self-perception and our perception of others, as well as inspiring a higher level of mindfulness. If I am able to accomplish that, then I will have achieved my personal goal. For the sake of readability, and in consideration of the target group for which this book was written, I have consciously chosen to completely forgo the usual scientific quotations and footnotes. I have, however, tried to clearly and discernibly demonstrate my own hypotheses, thoughts, and experiences. The studies mentioned in this book can easily be found on the Web.

My final point pertains to gender-neutral formulations. For the sake of readability, the generic masculine will be used both in the entire text and in general terms. These formulations address all readers equally and are inclusive of both male and female.

CHAPTER 1:THE LOGIC OF OUR BRAIN

In order to understand the logic and dynamics that dictate how our brain works, we need to look at the biological processes and the circumstances that have formed this unique organ over the course of our evolution. A better comprehension of why we think and act the way we do calls for a closer look at both our origins and our biological heritage. We will see that in the course of our evolutionary history, different parts of our brain developed and began specializing at completely different points in time, and under completely different environmental conditions. In the first chapter, I will describe the specific networks we will be dealing with, how they “think”, and how they interpret the world around us. In the chapters that follow, I will continue to refer to these systems of connection and communication.

It is important to bear in mind that the parts of the brain we will be looking at should not be regarded as autonomous areas that function independently of each other. Based on current knowledge, we know that they operate more like a network with very clear-cut specialized areas. If we are able to understand the specific “idiosyncrasies” of each of these areas of the brain, which have been shaped by the circumstances and the environmental conditions under which they were formed, and which have continued to operate – in part unchanged – for millions of years, then we can begin to better comprehend the behavior patterns of our brain.

One of the principles of evolution is not to abandon established structures, but to complement their functionality and design, by adapting them to new requirements, or superimposing new functions upon them. In other words, once the basement of a house has been built and is found to be structurally sound, the next logical step is to build the ground floor on top of the completed basement. Even if you don’t need a basement in the finished house, this principal would still hold true.

The fetal development of the human being clearly mirrors – as if in time lapse – our entire phylogenetic evolution, from the point the egg is fertilized up to and including the newborn. It almost makes one shudder to see that at certain stages of our fetal development, we look nearly identical to shark embryos. Each of us has passed through the entire evolutionary history in our mother's womb, beginning with the fish stage, moving on to the amphibian stage and the primitive mammal stage, before finally reaching the human stage. It should still be possible to find all the structures and functions which were “invented” and successfully implemented millions of years ago, within our very selves.

“What happened to that practical set of gills, the simple frog brain, and the very masculine full body hair covering?” you might ask. Well, there are still cases of gill development in humans. They sometimes appear as “developmental defects.” (I happen to know someone who developed just such a set gills. The gills are not very attractive and unfortunately, they have not retained their original function.) The same holds true for full body hair covering. Now, some really unfortunate people actually experience hair growth over their entire face, turning their daily morning shaving routine into a full-time job. And by the way, this phenomenon is not exclusive to men, but also occurs in women.

Things start to get especially spine-tingling when we set out on our quest for the frog brain, which incidentally leads us to our actual topic.

FROG, AGGRESSION, AND IMPULSE CONTROL

The first discovery to further our understanding of this topic is only about a hundred years old and is derived from neuroanatomy. If you compare a piece of tissue from our brain stem and cerebellum (a basal, evolutionarily very old area of the brain) with the brain stem and cerebellum of modern day frogs, you’ll see a strikingly similar appearance in the microscopic tissue samples. They both have the same basic layout. One could say that they both possess the same “hardware” or the same “processor”.

This immediately raises a fundamental question: Does this part of our hardware, which we have shared with amphibians as a common heritage for about 300 million years, still adhere to the same input-output logic? Is the same “software” that was originally programmed to ensure the survival of the first land animals still active in us today? Does a part of us, even now at this very second, see the world as a frog would if it were sitting in front of this book? You guessed it –the answer is yes! In addition to the autonomously operating vital functions (such as our heartbeat, breathing, as well as learning and coordination of movements), there are three very central behavioral impulses in this network that can be triggered, and that we have “inherited” from frogs. These are essential to a frog’s survival and are as follows:

First impulse: Eat everything in sight – and when I say everything, I mean everything!

When we talk about nutrition, it is important to understand that the development of this type of eating behavior is the logical effect of millions of years of food scarcity. The strong connection between sugar and our physiological reward system (especially that of the human brain) is a direct biological result of the frog brain connection. Every time we consume sugar, our brain reacts by producing dopamine, the reward hormone. This ensures that we take advantage of every possible source of sugar available. Merely looking at a dessert is enough to get our dopamine production started! We have been literally “hooked”. The disturbing increase of type 2 diabetes (usually associated with age) and the increase of young-onset type 2 diabetes – already occurring in children under age ten – is a direct result of our current surplus of sugar, and should not be attributed to ignorance about the harmful effects of sugar! The low price of overly-sweetened “junk” in grocery stores compared with the relatively high price of fruits and vegetables is enough to add insult to injury.

Second impulse: Reproduction

Our species would not be able to survive without sex. This may sound trivial, but sexual reproduction between male and female organisms is biologically seen as “Version 2.0” of propagation. The original version, cell division, is much simpler, albeit not as erotic. In any case, sexual reproduction does have genetic advantages and has therefore prevailed in more complex organisms. Unfortunately, it has one decisive disadvantage: competition. I’m sure you know what I mean. We’ll be looking at this topic more closely later in the book, because we tend to come across it quite often in our professional lives, though it is sometimes well camouflaged.

Third impulse: Aggression

This is a brilliant by-product of evolutionary selection and enables species to deal well with competitors in the acquisition of both food and attractive sexual partners. The aggression instinct progresses in three consecutive, automatically triggered stages.

Stage 1: Attack! If the attack fails, usually because the opponent is stronger, then we trigger Stage 2: Take flight! And if that does not work because the exit is blocked, then the final stage is triggered: Play dead! Attack, flee, or act as if you weren’t there – a simple and successful program that takes place in many different forms and in many different places on a daily basis – including the office. Anyone who has ever written a hasty e-mail in anger and then read it with a sinking feeling of both remorse and horror the following day now knows what’s to blame. It was our inner frog that triggered stage one. We can also witness the flight reflex in our daily lives. An unpleasant conversation with a supervisor can cause us to squirm and feel a strong desire to immediately leave the room. That is stage two being desperately and hectically triggered in our frog brain.

When we find ourselves in a situation in which we feel cornered and unable to react, the third and final stage is triggered – we play dead. This, of course, does not refer to those colleagues who spend their day cleverly hidden behind their computer monitor pretending to be invisible. No, it pertains to those unfortunate colleagues who have lost their motivation and are no longer able to perform at a normal level.

Another important peculiarity associated with the frog brain is that experiences can only be stored in that network for about two minutes, which also means they can only be recalled for that span of time. That means that our brain stem may direct us to eat, copulate, or be aggressive when threatened, and after two minutes causes us to forget what just happened. Isn’t that wonderful? This type of moderate limitation in memory capacity is very advantageous for a mass propagating reproductive strategy, in which a high enough number of offspring is produced in order to ensure the survival of the species through random selection. The mere sight of a wet biotope is enough to trigger the compulsive act of spawning in female frogs. Once the female frog has spawned, it leaves the area, forgets everything after two minutes, and moves on. Granted, there are some more highly developed species of frogs that display behavior similar to the parental care displayed in mammals. The difference is that this instinctual behavior is not triggered by a bonding instinct as it is with mammals. Simply put, mass reproduction does not require the high-energy investment of caring for the brood.

SHREWS, MEMORY, EMOTION, AND MOTIVATION

About 150 million years ago (the period of diurnal dinosaurs – for the nerds: Triassic, Jurassic, and Cretaceous), the next major evolutionary step made ​​it possible for small, complexly designed organisms to use the cool of the night as a safe biological niche. The development of the first primitive mammals (anthropological findings have shown that they were visually comparable to a modern day shrew) was spurred by the development of a metabolism that was no longer dependent on sunlight for warmth. A subsequent phenomenon in mammalian development is that mass reproduction became impossible for various reasons, but most notably due to the highly complex metabolism needed to maintain a core body temperature. It therefore became necessary to reduce the reproduction rate to around ten to twenty offspring per litter.

The behavioral frog brain program, which ensured –among other things – that females forgot everything two minutes after spawning, and which had been successfully in effect for more than one hundred million years, no longer served as a viable survival program for the first mammals. Why not? Because the probability that twenty out of twenty offspring would survive purely by chance was next to nil. We are the descendants of those species that had to develop a completely new behavioral program in order to escape the game of chance and avoid being eaten.

Today, the part of the hardware and software that primitive mammals developed through the process of evolutionary selection is referred to as the limbic system. It is generally regarded as the seat of our emotions. It seems that for the first mammals, which had to organize themselves in small herds in order to protect themselves against potential enemies, being able to assess and judge their own momentary emotional state was a fundamental advantage. If I am not able to anticipate or detect the possibility of trouble or danger lurking ahead, then I won’t be able to avoid or prepare for it, which would lead to problems both privately and professionally. I am sure you know what I mean. This ability made it possible to control the aggressive instinct, which otherwise would have made close cohabitation impossible. Being able to sense, and thus predict, one’s own and other’s behavior, along with the associated physical responses, was a key success factor in human social development. To illustrate this, it would be advantageous to consider the various behavioral patterns with which a shrew mother needed to be “programmed” so that she could successfully care for her offspring until they were able to fend for themselves. But first, we need to understand the logic behind the shrew programming. Brace yourself – we’re about to enter some emotional territory!

An evolutionary quantum leap in social behavior was needed to ensure the viable coexistence among members of the same species. This gave way to the development of memory. Without memory and the complex learning associated with it, we simply would not have been able to remember who our enemy was and who our friend was, who would be willing to stand up for us, and who might take advantage of us or try to hurt us. Brawn over brains no longer held true, because it was no longer the physically strongest who prevailed. Instead, it was the socially strongest and most skillful who, by winning the attention and respect of the others, earned a favored position and the privileges that go with it.

It’s worth taking a closer look at the basic logic of our hard drive and the installed file manager application. All information that is not filtered out by the system’s primary filters, the senses, is then stored in the memory structure. The interesting aspect of the limbic system’s file manager application is that our shrew brain is not able to create a “neutral” or emotionless folder. All newly created folders must be colored by a specific emotion. Figuratively speaking, we can look at it like this: Let’s say that dark green represents highly emotional and positive experiences, while dark red, at the other end of the color scale, represents traumatic, negative experiences. In between, there are all the other hues that are used for less highly charged emotional experiences. Consequently, the logic of this emotional grading system allows memories of specific events to determine if we choose to fear something or to look forward to it, if we are motivated or unmotivated by something. This put an end to complete emotional detachment. The color of the folder is determined by the emotion that is created through the process of opening it (i.e. remembering the event). At a later stage in the book, we will more closely examine how the color tone of the folder being opened can be influenced by the momentary emotional state one is in when remembering the experience. If we exclude traumatic experiences, we see that our memories display a great deal of plasticity.

Based upon this memory capacity, we can now understand that the social behavior of the first shrews was shaped by three specific points (three new system programs), which can be regarded as an updated Version 1.0 of the still active frog brain.

Bonding

This program activates (among other things) the mother-child relationship and ensures that, on a long-term basis, energy is exclusively invested in direct descendants and relatives. The development of the bonding program also enabled a very important feature. It made it possible for us to be able to distinguish who our friend is, who our foe is, and who would be willing to fight on our side in case of emergency. Today we know that through mirror neurons in the brain, we can not only empathize with the behavior of others, but we can even assume their physical reactions associated with anxiety, aggression, or pleasure. If my friend doesn’t feel well, then I might start to feel physically ill as well. Just like herd animals, we synchronize our behavior and physical reactions with our friends, but not with our enemies. The activation of this program has led to the development of relationships in varying intensities to other members of the same species. Word-picture branding and advertising also work using this same principle. These marketing ploys convey an image that we want to identify with, and they make use of our simple desire and expectation to gain a personal advantage in the future. Tight bonds and relationships code our brains through the production of the hormone oxytocin in varying strengths. We produce more when we see a friend and less when speaking with a disliked colleague. Ever since this correlation was set in place, we have become socially dependent, as it were, on the love, admiration, and acceptance of others. Potentially, we can even become sick if our oxytocin production sinks too low.

Security

The development of the “hard drive” has enabled us to remember experiences – the more emotional an experience, the stronger the memory. The contents of the red folder in the file manager application, which represent memories of fearful events, are always present in our shrew brains and are easily retrievable. This seems logical, because it’s all about survival.

Let’s say, for example, that a shrew mother has experienced a dangerous situation in which, while foraging for food in a forest clearing, she was just barely able to avoid being caught and eaten by a lynx. The whole scene, everything from the scents to the exact location of the event, is filed in a folder marked in red and archived in her brain. The consequence is that, in the future, if the shrew mother is confronted with a stored memory that is similar to that situation, she will get scared and her flight reflex will be activated. If she gets anywhere near that specific forest glade, her memory will trigger a sudden change in behavior.

We have descended from mammals that were able to find a way to pass this information on to their offspring and to other members of the herd. The highly interesting thing about this is that although the mother is not able to pass the information on directly due to limitations in her communication, a form of indirect communication takes place through her voice, facial expressions, and gestures. If all other shrews observe the shrew mother regularly avoiding this particular forest clearing but still entering other clearings quite calmly, then they understand this to be a rule. And without needing to know exactly why, an initial few very closely related members will imitate her behavior, then many more, until finally all members of the herd will completely avoid the glade in the future. We could call this form of information dissemination “Communication 1.0”, in which not the sender but rather the inner compulsion to receive is in the forefront. Originating from this development, we have acquired the impulse to observe the behavior of others and attempt to derive statistically relevant patterns. We try to make our complex and seemingly chaotic world a bit more manageable by identifying general rules to make it more predictable.

This need for security compels us to observe and see if we can detect any conspicuous, unpredictable (and thus unsettling) behavior patterns. When we detect something unusual, we immediately become more attentive. We pay closer attention to detail in order to try to identify set principles. Only after experiencing a certain degree of regularity in a recurring event are we able to begin to develop a sense of trust in a fixed principle. Once we are sure that we have identified the rules, we then begin to adapt our own behavior accordingly. As a result, we start to copy the behavior patterns of important reference persons.