From the article: Abstract Over the last decades, philosophers and cognitive scientists have argued that the brain constitutes only one of several contributing factors to cognition, the other factors being the body and the world. This position we refer to as Embodied Embedded Cognition (EEC). The main purpose of this paper is to consider what EEC implies for the task interpretation of the control system. We argue that the traditional view of the control system as involved in planning and decision making based on beliefs about the world runs into the problem of computational intractability. EEC views the control system as relying heavily on the naturally evolved fit between organism and environment. A ‘lazy’ control structure could be ‘ignorantly successful’ in a ‘user friendly’ world, by facilitating the transitory creation of a flexible and integrated set of behavioral layers that are constitutive of ongoing behavior. We close by discussing the types of questions this could imply for empirical research in cognitive neuroscience and robotics.
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In our world of VUCA (volatile, uncertain, complex and ambiguous), a capacity for change and adaption is vital. However, changing successfully has been a challenging task for both individuals and organizations. Taking into account the insights of neuroscience, this chapter introduces a framework of change management called STREAP-Be. The acronym represents 7 factors that could significantly influence the effect of change: safety; trigger; reward; emotion; alignment; people; and behavior.
MULTIFILE
In cross-cultural communication and adjunct disciplines such as cross-cultural management and international business, there is a negativity bias of seeing cultural differences as a source of potential issues. The emergence of Positive Organizational Scholarship (POS) questions this problem-focused approach. This paper contributes to the ongoing discussion from neuroscience’s perspectives in several ways. Firstly, it provides a neurological look at this bias. Secondly, it proposes that the problem-focused approach may (1) give us a biased outlook of cross-cultural encounters rather than a reality, (2) hinder creativity, (3) lead to the rebound effect, and (4) turn belief into reality. Finally, based on insight from neuroscience and adopting the POS lens with the connection between POS and creativity, it’s recommended that future research takes three directions: (1) Using similarity as the starting point; (2) strategize body language, context and theories; and (3) develop a multicultural mind. In essence, the paper contributes to existing knowledge of the field by employing an interdisciplinary approach, aiming to gain a more holistic view, provoke thoughts, and trigger future empirical studies.
