The Neurochemistry of Positive Conversations - Judith E. Glaser, and Richard D. Glaser ... - 2 views
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The Neurochemistry of Positive Conversations
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Pedro Rodriguez on 21 Jun 14I choose this article because it relates to Brain Based learning. Also we all need to positive conversations.
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Why do negative comments and conversations stick with us so much longer than positive ones?
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Before reading the article, I attempted to answer the question based on my readings. At first I would think its how we encode the information. We tend to encode information better when its is tied to something we feel or is familiar to use.? Before reading the article, please attempt to answer the questions: Why do negative comments and conversations stick with us so much longer than positive ones?
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A critique from a boss, a disagreement with a colleague, a fight with a friend – the sting from any of these can make you forget a month’s worth of praise or accord. If you’ve been called lazy, careless, or a disappointment, you’re likely to remember and internalize it. It’s somehow easier to forget, or discount, all the times people have said you’re talented or conscientious or that you make them proud.
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Most go through this at work, school, or through their personal life. I choose this article because we all can relate to it. Please take a moment and reflect of a similar situation you have gone through.
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Chemistry plays a big role in this phenomenon. When we face criticism, rejection or fear, when we feel marginalized or minimized, our bodies produce higher levels of cortisol, a hormone that shuts down the thinking center of our brains and activates conflict aversion and protection behaviors. We become more reactive and sensitive. We often perceive even greater judgment and negativity than actually exists. And these effects can last for 26 hours or more, imprinting the interaction on our memories and magnifying the impact it has on our future behavior. Cortisol functions like a sustained-release tablet – the more we ruminate about our fear, the longer the impact.
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This is similar to what John Medina describes. The brain imprints or encodes events much better when there is "elaborate" information. Medina explains that we vividly recall information when associated with fear.
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This “chemistry of conversations” is why it’s so critical for all of us –especially managers – to be more mindful about our interactions. Behaviors that increase cortisol levels reduce what I call “Conversational Intelligence” or “C-IQ,” or a person’s ability to connect and think innovatively, empathetically, creatively and strategically with others. Behaviors that spark oxytocin, by contrast, raise C-IQ.
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Understanding how the brain works, I believe we can use what we have learned and apply it to practical situations. I chose this article because we can understand how the brain works and use that knowledge and apply it in our everyday lives.
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unfortunately, when leaders exhibit both types of behaviors it creates dissonance or uncertainty in followers’ brains, spurring cortisol production and reducing CI-Q.
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I believe this is very important because if you are a leaders, your followers will be uncertain and will cause them to be distrustful to you. Leading your followers will be much harder.
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sking questions to stimulate discussion, showing concern for others, and painting a compelling picture of shared success
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Here are a few positive (oxytocin-producing) behaviors one can do as a leader.
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his tendency was to tell and sell his ideas, entering most discussions with a fixed opinion, determined to convince others he was right. He was not open to others’ influence; he failed to listen to connect.
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This are the types of behaviours one needs to stay away from. I am sometimes guilty of such behaviors. Taking this course is helping my leadership skills through Brain Based learning.
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Harness the chemistry of conversations.
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