Business change process, creativity and the brain: A practitioner's reflective account with suggestions for future research

Rowena M. Yeats*, Martyn F. Yeats

*Corresponding author for this work

Research output: Contribution to journalArticle

Abstract

Resolution of a critical organizational problem requires the use of carefully selected techniques. This is the work of a management consultant: facilitating a business change process in an organizational setting. Here, an account is provided of a practitioner's reflections on one such case study that demonstrates a structure for a business change process. The reflective account highlights certain affective states and social behaviors that were extracted from participants during the business change process. These affective states and social behaviors are mediated by specific neural networks in the brain that are activated during organizational intervention. By breaking down the process into the affective states and social behaviors highlighted, cognitive neuroscience can be a useful tool for investigating the neural substrates of such intervention. By applying a cognitive neuroscience approach to examine organizational change, it is possible to converge on a greater understanding of the neural substrates of everyday social behavior.

Original languageEnglish
Pages (from-to)109-121
Number of pages13
JournalAnnals of the New York Academy of Sciences
Volume1118
Issue number1
DOIs
Publication statusPublished - 1 Nov 2007

Fingerprint

Creativity
Social Behavior
Brain
Industry
Substrates
Organizational Innovation
Consultants
Neural networks
Reflective
Affective
Cognitive Neuroscience
Substrate

Keywords

  • affective states
  • business change process
  • creativity
  • functional magnetic resonance imaging
  • organizations
  • social behavior
  • social cognitive neuroscience

Cite this

@article{cad2bced9c404edb8e5a91bdd30d2740,
title = "Business change process, creativity and the brain: A practitioner's reflective account with suggestions for future research",
abstract = "Resolution of a critical organizational problem requires the use of carefully selected techniques. This is the work of a management consultant: facilitating a business change process in an organizational setting. Here, an account is provided of a practitioner's reflections on one such case study that demonstrates a structure for a business change process. The reflective account highlights certain affective states and social behaviors that were extracted from participants during the business change process. These affective states and social behaviors are mediated by specific neural networks in the brain that are activated during organizational intervention. By breaking down the process into the affective states and social behaviors highlighted, cognitive neuroscience can be a useful tool for investigating the neural substrates of such intervention. By applying a cognitive neuroscience approach to examine organizational change, it is possible to converge on a greater understanding of the neural substrates of everyday social behavior.",
keywords = "affective states, business change process, creativity, functional magnetic resonance imaging, organizations, social behavior, social cognitive neuroscience",
author = "Yeats, {Rowena M.} and Yeats, {Martyn F.}",
year = "2007",
month = "11",
day = "1",
doi = "10.1196/annals.1412.004",
language = "English",
volume = "1118",
pages = "109--121",
journal = "Annals of the New York Academy of Sciences",
issn = "0077-8923",
publisher = "Wiley-Blackwell",
number = "1",

}

TY - JOUR

T1 - Business change process, creativity and the brain

T2 - A practitioner's reflective account with suggestions for future research

AU - Yeats, Rowena M.

AU - Yeats, Martyn F.

PY - 2007/11/1

Y1 - 2007/11/1

N2 - Resolution of a critical organizational problem requires the use of carefully selected techniques. This is the work of a management consultant: facilitating a business change process in an organizational setting. Here, an account is provided of a practitioner's reflections on one such case study that demonstrates a structure for a business change process. The reflective account highlights certain affective states and social behaviors that were extracted from participants during the business change process. These affective states and social behaviors are mediated by specific neural networks in the brain that are activated during organizational intervention. By breaking down the process into the affective states and social behaviors highlighted, cognitive neuroscience can be a useful tool for investigating the neural substrates of such intervention. By applying a cognitive neuroscience approach to examine organizational change, it is possible to converge on a greater understanding of the neural substrates of everyday social behavior.

AB - Resolution of a critical organizational problem requires the use of carefully selected techniques. This is the work of a management consultant: facilitating a business change process in an organizational setting. Here, an account is provided of a practitioner's reflections on one such case study that demonstrates a structure for a business change process. The reflective account highlights certain affective states and social behaviors that were extracted from participants during the business change process. These affective states and social behaviors are mediated by specific neural networks in the brain that are activated during organizational intervention. By breaking down the process into the affective states and social behaviors highlighted, cognitive neuroscience can be a useful tool for investigating the neural substrates of such intervention. By applying a cognitive neuroscience approach to examine organizational change, it is possible to converge on a greater understanding of the neural substrates of everyday social behavior.

KW - affective states

KW - business change process

KW - creativity

KW - functional magnetic resonance imaging

KW - organizations

KW - social behavior

KW - social cognitive neuroscience

UR - http://www.scopus.com/inward/record.url?scp=36549076999&partnerID=8YFLogxK

UR - https://nyaspubs.onlinelibrary.wiley.com/doi/full/10.1196/annals.1412.004

U2 - 10.1196/annals.1412.004

DO - 10.1196/annals.1412.004

M3 - Article

C2 - 17717094

AN - SCOPUS:36549076999

VL - 1118

SP - 109

EP - 121

JO - Annals of the New York Academy of Sciences

JF - Annals of the New York Academy of Sciences

SN - 0077-8923

IS - 1

ER -