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Leadership in tough times: Flying towards ambiguity

December 01, 2009

Research from the Centre for Neuroeconomic Studies has shown that risk is processed and evaluated in the same part of the brain that we feel pain. When collaborating on any project of ambition

we will face certain risk. By using contemplative techniques - proven to reduce pain, heart disease and heart attacks in countless studies (see recent article in Science) - we can lessen the knee-jerk reactions to risk that lead to fight, flight or freeze responses. In this way we can build our tolerance of ambiguity and uncertainty, without which radical innovations and game-changing collaborations cannot happen.

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