Chapter 6. From Action Orientation to Change: How Brain Science Can Bring Managers and Leaders from Action Orientation to Action
In the previous chapter, we looked at the neuroscience behind the challenges to action and how to get leaders to be oriented to action. In this chapter, we will take a look at how neuroscience can help you, as an organizational development consultant, manager, leader, or coach, to bring leaders to action. Much of measuring effectiveness hinges on this one element—action—and maintaining that action.
Our experience of our own action depends on the brain making connections between intentions, plans, and eventual action.1 If there were no connection, we would be unable to associate planning with actions. As managers, leaders, ...
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