Perspective: Reimagining Tomorrow

The Dominance of Left-Brain Thinking: A Hindrance to Project Success and Sustainable Solutions?

The elusive success of projects and humanity’s struggle with global issues point to the role of human nature and cognition in these challenges. Insights from neuroscience and psychology, including theories from Damasio, Barrett, Kahneman, Seth, and McGilchrist, provide new perspectives on decision-making and team dynamics. A significant observation is McGilchrist’s idea of the Western world’s left-hemisphere dominance possibly leading to an overemphasis on control in project management. Integrating these insights could enhance project outcomes and our collective response to global issues, necessitating a shift championed by project leaders, educators, and researchers.

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Fostering Sustainable Change: The Role of Human Nature in Successful Projects

Despite advances in project management, the majority of projects fail to deliver on their promises. This article argues that these failures reflect broader issues in our understanding of human nature and behavior. By viewing projects as deeply human endeavors and integrating insights from neuroscience, psychology, sociology, and other fields, we can foster a more holistic approach to project management. Prioritizing human factors, promoting adaptability, and engaging diverse stakeholders are among the strategies suggested for improving project outcomes and enhancing our collective ability to address complex global challenges. The need for a shift towards a more holistic, human-centered approach to projects is not only a matter of project success but also of societal sustainability and resilience.

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The Neuroscience of Success

In the complex world of project management, understanding human behaviour can significantly enhance leadership effectiveness and project outcomes. This paper discusses seven influential theories from cognitive psychology and neuroscience, including Daniel Kahneman’s System 1 and System 2 thinking, Antonio Damasio’s somatic marker hypothesis, Lisa Feldman Barrett’s theory of constructed emotions, Hugo Mercier’s argumentative theory of reasoning, Guy Claxton’s intuitive intelligence, Iain McGilchrist’s divided brain theory, and Daniel Siegel’s concept of mindsight. The paper explores how these theories can be applied to project leadership to optimize decision-making processes and team dynamics.

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Narrative, Narrative Identity and Tribalism

Early draft of a report exploring the idea of challenging the “West is Best” attitude and the potential benefits of an international and interdisciplinary academic study to re-evaluate this perspective. It discusses how narratives, narrative identity, and tribalism shape people’s perceptions and decision-making in international negotiations and highlights the importance of incorporating these concepts in the proposed research program.

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Situation Critical: There are too many of us, and we are behaving too badly.

Many people are telling us what is wrong with the world – but “it is what it is”. As a species, we have flourished to the point where we occupy vast portions of the world’s land mass. And the way we behave collectively is destabilising the planetary systems which sustain life on earth—the reasons for our success and the damage we are doing lie in our fundamental human nature. So, suppose we want to repair dysfunctional relationships with our fellow people, the living planet, and its fractured ecosystems. In that case, we should match our efforts to control nature with a drive to understand how to harness the better angels of our nature.

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