The Influence of Individualism / Collectivism on Mexican and U.S. Business Negotiation

This paper provides empirical evidence that tests prevailing ideas about how Mexican and US negotiators are likely to behave according to the individualist/collectivist model of cultural variation. Content analysis (Walcott and Hoppman’s Bargaining Process Analysis) methodology was used to analyze transcripts of Mexican and US negotiation simulations and to examine which Bargaining Process Analysis dimensions characterize US and Mexican (in-group) business negotiation. This paper demonstrates that Mexican negotiators may choose different behavioral dimensions than US negotiators when negotiating

Decision Science and Applied Neuroscience: Emerging Possibilities

Recent neuroscientific research describes how the brain and extended nervous system make decisions. This article depicts current theory as it relates to decision‐making strengths, shortcuts, simplifications, biases, and serious data restricting habits of the brain. This information demonstrates that the brain, both individually and collectively, can be a deceptive guide for decision making in emergent situations when information is based on preexisting, subconscious frames of reference. Training is proposed to strengthen conscious information‐processing capacity

Leading Through Crisis: Applied Neuroscience and Mindsight

Are neuroscientific principles relevant in efforts to manage change successfully? This article provides a case that demonstrates how persistent and purposeful attentional focus, as described by neuroscience, can help overcome human resistance to change and generate creative and successful solutions. A change management perspective growing out of fresh neurological insights into human behavior is also discussed

Cultivating Mind Fitness Through Mindfulness Training: Applied Neuroscience

Mindfulness reduces distress, promotes optimal health, improves attentional control, mental agility, emotional intelligence, and situational awareness. Stress management and cognitive performance in Marines who spent more hours practicing Mindfulness Based Mind Fitness Training were superior to those soldiers who practiced fewer hours. Students receiving mindfulness training without practice demonstrated no significant change. The literature suggests that mindfulness training designed to inform rather than to train may not produce measurable results. Systematic, effortful, skill‐building programs are indicated

Emerging HRM Perspectives on Emotional Intelligence, Mindfulness and Neurobiological Science on Organisational Effectiveness

Since the early 1990s, workplace related emotional intelligence (EI) has pervaded the Western academic literature and popular press (Salovey and Mayer, 1989–90). But EI still lacks empirical support which is surprising given that people in Eastern contexts have practised controlling their emotions for centuries. There is a great deal to learn from the Eastern world in relation to ‘controlling’ emotions as a mechanism of optimising organisational productivity. An assessment of the EI literature yields two propositions. First, team members with high EI increase team productivity. Second, EI and job performance are positively related. Productive team work and associated performance are perceived as a function of emotional rather than intellectual intelligence. EI is a necessary, but not adequate, precondition for improved job performance. Long-established Eastern practices of meditation and mindfulness and the more recent advancements in neurobiological research are discussed to explore potential links between EI and organisational effectiveness