AS THIS BOOK WENT TO PRESS, AMAZON’S WEBSITE LISTED MORE THAN 36,000 books that have some connection to the brain. You can find books on how your brain grows and develops, what makes it happy or sad, how to keep it healthy, how it makes decisions, and how it can get you into trouble. There is definitely no dearth of information about the human brain, especially since the advent of imaging technology several decades ago. Brain books are in vogue. But with so much information available, where do you start? Brainwork compiles and condenses this information, throwing out the half-truths and addressing common myths to provide you with the must-have information regarding the brain’s inner processes and their applications to the workplace.

If you consider yourself a multitasker or believe the old shibboleth that “knowledge is power,” you’re in for a few surprises. Some of the new revelations in brain research run counter to long-held beliefs in organizational management. Gone are the days of “it’s not personal; it’s just business.” Today’s business world requires a closer look at emotional intelligence, and the best decision makers use both their emotional brains and rational brains. Multitasking is no longer considered a coveted trait but rather a hindrance to productivity. In fact, multitasking as we know it doesn’t even really exist. And what happened to morality and ethical behavior? Have they gone the way of the dodo?

In the upcoming pages, we’ll take a closer look at these subjects and explore ways to improve your thinking, control stress in the workplace, and lead by dissent. Of course, brain health is most important, so we’ve devoted a chapter to taking care of your brain, including what type of diet, what amount of exercise, and how much sleep are needed to maintain a healthy brain, especially as we grow older. Findings from brain research are suggesting strategies that can expand your existing cognitive networks and build new ones—in other words, make you smarter and more creative! Read on and find out how.

CHAPTER ONE

The Curse of Too Much Information

Everybody gets so much information all day

long that they lose their common sense.

GERTRUDE STEIN

AT THE VERY MOMENT I REALIZED I HAD TO BUY A NEW CAR, A COLD CHILL came over me. I had flashbacks to a similar event eight years earlier (I keep my automobiles for a while) that turned into unpleasant haggling and tiring drama. Frankly, entering a dentist’s office for a root canal is less disturbing to me than entering a new-car showroom.

I was cheered by the thought that my decision on the car’s make and model would be easier this time, given all the information one can find on the Internet about new cars. And so my hunt began. First, I compared ten models on the car manufacturers’ sites, including trunk size, gas mileage, and dozens of options—fancy ones, such as seat warming and cooling, and not-so-fancy ones, such as GPS location technology and side air bags. Already the number of possible permutations of models and options was becoming enormous. Next, I looked at several dozen written and video reviews from people who already owned the cars. Regrettably, some reviews praised model A but trashed model B, whereas others did the reverse. Then I collected several reports and recommendations from consumer advocate organizations. Add to this already dazzling amount of information the need to make a decision on whether to purchase or lease, along with evaluating the dealers’ special offers, such as cash-back incentives and low financing rates. In just a few days, I had so many facts, figures, and opinions that my head was spinning. To make matters worse, the results of all this effort were inconclusive.

In the end, I visited several car dealers and eventually bought the car I liked. Damn the data, I decided to go with what looked and felt like the right choice! After more than a year, I can honestly report that I am very happy with my selection.

This experience, no doubt, occurs thousands of times a month. Prospective car buyers make conscientious attempts at due diligence by investigating various makes, models, options, and reviews. Some people carefully assess the available information and make a quick, conscious choice based primarily on the data they have collected. But for many others, despite what the data reveal, they often end up delaying their decision and eventually buying the car that pleases them, the one that feels right. These buyers most likely base their decision on what some call a “gut reaction,” one that overrides—but doesn’t necessarily contradict—the data. They experience a deeper form of mental processing that involves unconscious thought and emotions.

But does this approach cause buyers to later regret their decision? Apparently not. Studies, like those carried out by psychologist Ap Dijksterhuis of Radboud University in the Netherlands, have shown that buyers who waited and mulled over the information for a while were more pleased with their eventual purchase than those who made a purchase immediately after reviewing the data.¹ This was true whether they purchased a car or a house. Likewise, Claude Messner and his colleagues at the University of Basel

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