Antagonistic Neural Networks Underlying Organizational Behavior

Abstract

Recent neuroscience research shows that two large-scale cortical networks are involved in organizational behavior. These two networks are naturally antagonistic – when one is active the other tends to be suppressed. The focus of the chapter is to apply the opposing-domains hypothesis to problems associated with: (1) trying to balance creative thinking and global processing with analytic reasoning and focused attention; (2) avoiding ethical dangers associated with an imbalance in task positive network (TPN) and default mode network (DMN) thinking; and (3) properly motivating and incentivizing employees so as not to lead to an imbalance between the TPN and DMN. We contend that the opposing-domains hypothesis can inform organizational and leadership theory in areas where single-dimensional dual-process models are inadequate.

Citation

Friedman, J., Jack, A.I., Rochford, K. and Boyatzis, R. (2015), "Antagonistic Neural Networks Underlying Organizational Behavior", Organizational Neuroscience (Monographs in Leadership and Management, Vol. 7), Emerald Group Publishing Limited, Leeds, pp. 115-141. https://doi.org/10.1108/S1479-357120150000007004