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David McGavock

Molly Crockett: Beware neuro-bunk | Video on TED.com - 0 views

  • the insula, a region they say is linked to feelings of love and compassion. So they concluded that because they saw activation in the insula, this meant the subjects loved their iPhones. Now there's just one problem with this line of reasoning, and that's that the insula does a lot. Sure, it is involved in positive emotions like love and compassion, but it's also involved in tons of other processes, like memory, language, attention, even anger, disgust and pain.
  • You've probably heard of it. So, Dr. Love bases his argument on studies showing that when you boost people's oxytocin, this increases their trust, empathy and cooperation. So he's calling oxytocin "the moral molecule."
  • Trial or no trial, these claims are front and center on their label right next to a picture of a brain. And it turns out that pictures of brains have special properties. A couple of researchers asked a few hundred people to read a scientific article. For half the people, the article included a brain image, and for the other half, it was the same article but it didn't have a brain image. At the end — you see where this is going — people were asked whether they agreed with the conclusions of the article. So this is how much people agree with the conclusions with no image. And this is how much they agree with the same article that did include a brain image. So the take-home message here is, do you want to sell it? Put a brain on it.
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  • So what I'm going to do is show you how to spot a couple of classic moves, dead giveaways, really, for what's variously been called neuro-bunk, neuro-bollocks, or, my personal favorite, neuro-flapdoodle.
  • Now these studies are scientifically valid, and they've been replicated, but they're not the whole story. Other studies have shown that boosting oxytocin increases envy. It increases gloating. Oxytocin can bias people to favor their own group at the expense of other groups. And in some cases, oxytocin can even decrease cooperation.
  • We haven't found a "buy" button inside the brain, we can't tell whether someone is lying or in love just by looking at their brain scans, and we can't turn sinners into saints with hormones. Maybe someday we will, but until then, we have to be careful that we don't let overblown claims detract resources and attention away from the real science that's playing a much longer game.
  • Ask the tough questions. Ask to see the evidence. Ask for the part of the story that's not being told. The answers shouldn't be simple, because the brain isn't simple. But that's not stopping us from trying to figure it out anyway.
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     Ask the tough questions. Ask to see the evidence. Ask for the part of the story that's not being told. The answers shouldn't be simple, because the brain isn't simple. But that's not stopping us from trying to figure it out anyway.
David McGavock

In a cutthroat world, some Web giants thrive by cooperating - page 3 - 3 views

  • employees at Facebook, Google and Twitter work in semiautonomous teams, usually made up of experts from each department: design, programming, marketing, etc.
  • How are conflicts resolved?
  • Zuckerberg engages in the conversation and offers his perspective.
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  • "Twitter's growing really quickly, and something that allowed us to do so much with so few people early on was this culture of trust, where you knew people around you were smart and had the best of intentions," Mark Trammell,
  • "TeamTeam," a forum for employees to gather around common interests.
  • Trammell spends roughly 10 percent of his time helping his colleagues build personal relationships around "things that people are passionate about."
David McGavock

Can neuroscience inform management accountants? | CIMA Financial Management Magazine - 1 views

  • In business we regularly have to consider what level of risk is acceptable to the organisation. Management control systems typically assume that people adhere to some rational decision rules and are able to estimate the probabilities and values of future outcomes.
  • Pre-neuro behavioural studies have shown that this is most often not the case. Moreover, the way in which alternatives to a decision are presented to people affects their opinion about them and their choice between them.
  • Behavioural economics shows that if alternatives are framed as gains, decision-makers usually opt for safer options, thereby exhibiting risk-averse behaviour, but they reverse their choice when alternatives are framed as losses.
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  • Management accountants need to consider what kind of presentation of information may reduce hidden fear and anxiety.
  • Management accountants need to provide management with overviews of the inter-temporal consequences of managerial decisions
  • People simply have such a strong preference for sooner rather than later (positive) outcomes that it appears to be hard to change that.
  • people barely make a difference between two outcomes that lie in the distant future.
  • Neuroscientific research may provide a starting point in the analysis and solution of this problem, as its results suggest that humans’ preference for short-term outcomes is the consequence of the emotional system’s strong response to immediate, rather than to delayed, rewards.
  • When applying neuroscientific methods for fundamental or applied research, management accountants have to deal with at least four challenges.
  • First, neuroscience requires a mastery of observation techniques that are not the normal repertoire of social researchers
  • Second, given the technological complexities of neuroscientific research, it is crucial to develop cooperation in multidisciplinary teams consisting of neurologists, economists and psychologists, as well as management accountants.
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    A new pilot study has been looking at how neuroscience can be used to understand how business decisions are arrived at, and the role it can play in management accountancy by evaluating the decision-making process and the role that emotional responses play their part in this
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