You want to find out what “your brain at work book is right?And you want to find out what it really is and how it can help you isn’t it?
Well,my “your brain at work “,review will come in handy for you as it will help you know all about it regarding ,what it is,what the book talks about ,cost and finally my thoughts about this book.
I will try all my best to give you every single detail about your brain at work book and if by any chance i don’t tackle one of the things you really wanted,you can as well ask in the comments area and i will be happy to help you out .Agreed?
With that said,lets now get to “your brain at work” book review.
Name: Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long
Author: David Rock
Best Place to Buy: www.amazon.com
Publication date: October 6, 2009
What It Is
In this book, Your Brain At Work explores the inner workings of our brains and provides many methods for us to optimize our thinking.
Happy Brain Science highly recommends Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter all day long
to everyone, especially those seeking growth and change at work.
It is power-packed with insights, strategies, and research for doing better work with yourself, with colleagues and with clients and customers.
YOUR BRAIN AT WORK explores issues such as:
– why our brains feel so taxed, and how to maximize our mental resources
– why it’s so hard to focus, and how to better manage distractions
– how to maximize your chance of finding insights that can solve seemingly insurmountable problems
– how to keep your cool in any situation, so that you can make the best decisions possible
– how to collaborate more effectively with others
– why providing feedback is so difficult, and how to make it easier
– how to be more effective at changing other people’s behavior
David Rock is a consultant and leadership coach who advises corporations around the world.
The author of “Coaching with the Brain in Mind”, “Quiet Leadership”, and “Personal Best”, he is the CEO of Results Coaching Systems, a leading global consulting and coaching organization.
He is on the advisory board of the international business school CIMBA and the cofounder of the NeuroLeadership Institute and Summit. He lives in Sydney, Australia, and New York City.
What The Book Talks About
In reading Your Brain At Work, you’ll walk through lessons David has learned from his studies, but he also applies that information to the format of his book and the way he formulates his delivery of the information he has gathered.
He taps into a few simple tools that help him share his discoveries. By applying those tools to the way he has written his book, the science he delivers is much more appealing to his readers’ brains than an avalanche of facts and statistics.
A few important points from the book include:
1.To explain how the brain works, Rock compares the brain to a stage. The stage can only accommodate so many actors before the play starts to get chaotic.
When we multitask, we place more actors on our stage, and if we have too many actors, we become overloaded.
The actors bump into each other and can’t move about in graceful harmony. It’s chaos. This translates into stress and frustration.
Rock says our brain can’t multitask when the tasks involve the prefrontal cortex — an area of the brain that requires high attention and focus.
Instead, we only task-switch between multiple activities. Only when one activity is so familiar and routine that our basal ganglia can handle it almost unconsciously can we perform multiple tasks at once.
In fact, Rock cites studies showing that our IQ dramatically falls when we attempt to multi-task, such as switching between an iPhone and a meeting. Studies show that a Harvard-level educated person can be reduced to a third-grade equivalent when multitasking.
Constant interruptions that compel us to continue switching tasks removes our chance at productivity. Important tasks that require deep immersion in thought are compromised when we fail to focus with enough uninterrupted study to reach a “continuous flow state,” as it’s sometimes called.
The first tip for productivity, then, is to allow for longer periods of uninterrupted thought and focus as you tackle high priority problems. Turn off the distractions and allow yourself to engage for a while with a problem. Identify your priority for the day early in the morning, and carve out time to tackle it. Avoid social media, meetings, phone calls, and other distractions that take you away from a state of focus.
Executive function – director is the part of you that observes your mental processes.
This is the part of you that can debug and rewrite your mental processes!
Interoception / mindfulness – awareness of your own thoughts and thought processes. Can be improved by training. Measured by Mindful Awareness Attention Scale.
Default network – involved in planning, daydreaming, ruminating. Also narratives. Called default circuit because it tends to kick in when not doing anything else.
Direct experience – focus on immediate sensation and perception, including interoception. Confused by this – my anecdotal experience is that direct perception and introspection are different states and are mutually exclusive.
Default network and direct experience inhibit each other. Mindfulness training increases the ability to notice and control the switch.
3.Limbic system – track emotional relationship to thoughts, events, people, objects. Executes value judgments.
Toward/away response – limbic system motivates you towards primary rewards (food, money, sex etc) and away from primary threats (predators, hunger, thirst etc).
Over-arousal of limbic system can impair decision-making. Can also sometimes increase confidence (eg adrenaline rush). Poor combination.
Surprisingly strong effect. Triggers as simple as smiley/frowning faces can impact performance.
Over-aroused limbic system also makes more sensitive to false pattern-recognition.
Attentional blink – interval between identify different stimuli. If internal stimuli are competing with external stimuli, get more blinks and can miss information.
Situation selection – avoid situations that cause high emotions. Situation modification – do what you can to make the situation less impactful eg prepare thoroughly. Attention deployment – control thoughts to avoid spiralling, focus on other stimuli.
During emotional arousal: Express – eg cry – often not an option but worth considering when it is. Expressive suppression – hold it in – diverts cognitive resources. Cognitive change – use conscious control to influence limbic system eg via labeling or reappraisal.
Labeling – simply attach a label to the emotion eg “I notice anger”. Seems to inhibit limbic system. Use simple label, not lengthy description, to minimise focus given to the emotion.
The limbic system is activated towards certainty and away from uncertainty. Strong response – uncertainty is treated as a threat.
Similarly for autonomy/control. Feeling of control, the ability to take action, can reduce the threat from uncertainty.
Reappraisal, reframing, re-contextualising – finding a different perspective on the situation. Cannot directly control limbic system, but can influence it by looking for perspectives which generate the desired level of emotion.
Types of reappraisal.
Reinterpreting – new information brings an new understanding – “oh, they’re crying because they’re happy about getting married”.
Normalizing – recasting the current situation as expected – “it’s normal to feel overwhelmed when starting a new job”.
Reordering – place focus on different values – “getting fired is actually exciting, it means I now have freedom to choose a new life”.
Repositioning – deliberately simulate a perspective other than your own – “if I were in their shoes I would be angry too”.
People who use reappraisal rather than suppression are better off on a variety of measures of emotional health such as life satisfaction.
Status – the relative importance to others.
Certainty – the ability to predict future.
Autonomy – the sense of control over events.
Relatedness – the sense of safety with others.
Fairness – the perception of fair exchange
The basic premise of the SCARF model is the assumption the brain makes us behave in certain ways, which are to minimize threats and maximize rewards.
While the brain takes a threat and reward approach to primary needs, such as food and water, the theory argues this same also happens with social needs.
In essence, a positive emotion or reward creates a stimulus making people act, whereas a negative emotion or punishment causes a threat stimulus, which leads to avoidance.
The aim of the SCARF model is therefore interaction with people in a way that minimizes the threats and maximizes the rewards in relation to the five key areas mentioned above. Understanding of the approach-avoid response can help improve collaborations and help influence the way people behave.
This book will cost you this much according to amazon.
Buy New $ 15.47
Buy Used – Good $ 14.45
You can purchase the book on other platforms.
This is a well written book,its quite educative
reading it however,requires taking time as it is quite detailed.
Feel free to leave in your comments as well
as your questions.
I hope you found this review useful to you.