Managers who understand the recent breakthroughs in cognitive science can lead and influence mindful change: organizational transformation that takes into account the physiological nature of the brain, and the ways in which it predisposes people to resist some forms of leadership and accept others. Several conclusions about organizational change can be drawn that make the art and craft far more effective, and yet would have been considered counterintuitive or downright wrong only a decade ago. Two examples: 1) Change is pain. Organizational change is unexpectedly difficult because it provokes sensations of physiological discomfort. 2) Attention density shapes identity. Repeated, purposeful, and focused attention can lead to long-lasting personal evolution. These and several other conclusions are explained in detail in this intriguing article.
