If you retrace the reporting structure in your company, at some point, your boss is the executive at the very top. One characteristic often exhibited by people at that level is a propensity to operate out of their reptilian brain, as in: “Is there anything to eat? Can I be eaten?” It’s good someone is thinking like this because lots of very good companies have reason to fear displacement. (Getting a jump on market contenders is the inspiration for TIBCO NOW.)
But back to how your boss thinks, and how the brain works.
The reptilian brain, the oldest of the three brain evolutions, controls the body’s vital functions such as heart rate, breathing, body temperature, and balance. The reptilian brain is reliable but tends to be somewhat rigid and compulsive.
The limbic brain emerged in the first mammals. It records memories of behaviors that produced agreeable and disagreeable experiences, so it’s responsible for emotions. The limbic brain is the executor of value judgments that, often unconsciously, exert strong influence over behavior.
The neocortex, developing into the two large cerebral hemispheres, first assumed importance in primates. It’s responsible for development of human language, abstract thought, and imagination. It’s flexible and has almost infinite learning abilities.
These three parts of the brain are not independent. They have numerous interconnections that exert influence on one another, which is what you want, checks and double checks on overconfidence bias, failure-to-ask-why syndrome, panic, and other frailties.
We humans are well-equipped to deal with just about anything life throws at us—but organizations are not as flexible. When something monumental changes the status quo, it can be totally disrupting, balloon popping, or at least deflating. Resourceful companies respond by creating balloon animals using technology and their positions to stimulate market demand.
Check out TIBCO NOW, November 3–5, for ways to get your brains aligned, inspired, and educated on tactics, strategies, and technologies.
