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


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
Issue number1
Publication statusPublished - 1 Nov 2007



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

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