When Americans are asked what they do, they don’t respond with “I do volunteer work at the community center,” “I build ships in bottles,” or “I try to ensure the survival of my genes.” No, we answer with a description of our jobs. While other, more civilized countries may see us as a bit obsessed, the workplace is the center of our lives.
We spend the majority of our waking hours at work, commuting to and from work, or trying to forget about work. Our success at our jobs, or lack of it, determines the material quality of our lives, our freedom to control our own destiny, and the psychological state with which we approach activities outside of work.
Because of the central role work plays in life, rightly or wrongly, I’ve devoted mine to improving the conditions under which we perform our labor. The discoveries of cognitive neuroscience are tremendously useful in that regard. They teach us how to improve the performance of organizations and, dare I say, how to make work more fun.
The latest lessons highlight the importance of relationships. Because we all perceive situations differently and make our decisions emotionally rather than logically, conflicts are inevitable and costly. When managers and employees don’t see eye to eye, productivity suffers. When we fail to appreciate the perspective of our customers, sales, revenues, and profits all decrease.
But neuroscience doesn’t just identify the problems, it offers solutions as well. It demonstrates that questions summon forth more engagement than declarations, that stories are more persuasive than arguments, and that big ideas have the power to change the world. Taking the lessons of this new science to heart makes us more successful at working through people to get things done.
Life outside of work is all about relationships as well. Whether with our families, the airline gate agent assigning us a center seat, or the police officer pulling us over for speeding, our facility for managing human interaction determines how much peace we enjoy at home, the elbow room we have on a five hour flight, and the percentage of our income lost to traffic fines.
The ideas we learn rewire our brains, changing the way we operate. Knowing its impact on the bottom line, the corporate world devotes significant resources to teaching managers how to improve relationships. In our personal lives, we should be just as focused on proactively and intelligently managing our interactions with others.
Life’s better when we all just get along.