One might wonder how intuitive art can connect to neuroscience and how this could be accomplished. In this descriptive article, research connecting art therapy and neuroscience has been collected and a workshop on Intuitive Painting has been described in detail. The connection was made by the author based on an article by Barker (2017), ‘4 Rituals to be more Happy,’ who writes a popular science blog. The rituals: gratefulness, expressing negative emotions, decision making and human touch were combined with Dr. Pinkie Feinstein’s method of Intuitive Painting in a small group setting. Although subjective, it would seem that at least for that moment in time, a small amount of happiness was achieved through combining art and science.
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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.
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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.
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