Whole Brain Thinking: Ignore It at Your Peril

Thirty years ago, a high-potential manager in a training class at General Electric's corporate university listened as my father, Ned Herrmann, then head of GE's management education, discussed research he was developing on how the brain affects day-to-day operations.

Struggling to find relevance, the manager remarked, "Learning about the brain is certainly interesting, but Ned, what does the brain have to do with managing?"

"Everything!" Herrmann replied.

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