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How Your Brain Works in Business:

  1. Neuroscience has much to offer in entrepreneurship, since improving the brain function will help become more effective and innovative, foster creativity
  2. Managing the brain to think and act more clearly and wisely
  3. Brain development is always evolving, adapt to the environment in numerous ways
  4. Cognitive biases (error in judgement) clings to flawed, illogical or wrong ideas, can happen when you make a conscious choices. Learn to take a moment (count to 10) and think objectively before taking action
  5. The brain hormone oxytocin trigger a feeling of trust, even to untrustworthy individual. Trust is important in business, learn to think cognitively

Successful entrepreneurs continuously learning to improve their knowledge, skills, and capabilities in uncertain world. However, most people do absolutely nothing to develop their cognitive process – which is how their brains work, wired to make decision, and critical thinking in business.

Behaviour change is hard, but we will learn how to adopting strategies that are well-founded in the brain science and behaviour entrepreneurs can adapt to the demands of the emerging world. The best possible state before examining how we react to habit and innovative surprises (Fun approach) control over our behaviour, build resilience and create positive brain states.

The brain affects the decision making in business – many biases, heuristics and predilections that can distort behaviour and leadership and thinking ability. The good news is that we know more about how these structure and function of our brains, careful examination of a series of brain–based (‘neurocognitive’), and learning neuro-sciences reveal human behaviour relevant to business and innovation practices.

Brain Creative Play and Mastery

For most situation and experience, our action are formulated from our habits and routines. If we step back and do self-reflection, “What is going on inside my brain, how do I feel from this experience (emotions) and what does it mean to me?” we can have more awareness from our mental processes, and adjust our future actions as needed.

Beyond the conscious awareness, to understand how our brain function “We are in charge of our thinking and reactions. To make decision with clarity, thoughtful and conscious command” We can slow down the pace during critical situations.

When musician play music, when an artist draw, they don’t think about it, they just play. Brain prefrontal cortex, which in charge for self-expression, is active during innovative, creative improvisation. Whereas, the self-controlling orbital cortex deactivates because it work against the flow of connection in creativity.

Although business must be innovative, leaders who rely on structured function have difficulties to apply innovation process in the real situation. This is because they are too focused on establishing the norms, creating the boundaries, and managing operations.

Leaders should pay more attention to their team awareness and motivation (“Why they are working” – intrinsic and extrinsic motivation combined) and less about their day to day activity (“How they work” – micromanaging reduce the creativity and play at work).

With this mindset, the continuous learning can happen inside the culture of the company. Because when people play without worrying how they are going to be judged, not worrying about excessively following the rules to get “Good Performance Appraisal”, then the innovative learning culture can happen.

How to design the future as an entrepreneur?

  1. How can you control a future you cannot predict? You create it (Design your own The future)
  2. How can you create a future in an environment mostly outside your control? You co-create it with other stakeholders (collaboration and partnership)
  3. How do you bring other people on board to create a non-existent pie? You let them self-select for a piece of it (Give and reward generously)
  4. How do you share the pie without losing control of it? You understand that ownership is not control; ownership is about meta-rules. (Build trust by sharing what you have, the pie become bigger)
  5. What do you do when things go wrong? You persist, but pre-commit when to give up. (Take responsibility, don’t complain)
  6. You have built a great organization, a market that’s maturing and predictable. You now have little control over it (control shifts to prediction) – Remember, it start with You!
  7. How can you create a future in an environment mostly outside your control? You co-create it with other stakeholders
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