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Discovery in the field of neuroscience is rapid and keeping pace can be overwhelming. This paper aims to summarize the history of how the field has developed and provides seven key questions you should ask when assessing the validity of “neuro” products and services.

This paper is based on the author’s five decades of experience as a neuroscientist.

Developments in neuroscience can assist organizations to deliver more effective OD and learning and development (L&D) interventions. It is, however, critical to identify well-researched and evidenced products and services.

Neuroscience is developing at a high speed our understanding of the brain. This paper provides L&D professionals with a set of principles on which to assess the voracity of what they are offered, to sort the wheat from the chaff.

This paper aims to introduce talent development professionals to the most recent breakthroughs in the science of neuroplasticity and how those breakthroughs directly apply to building better brains and a true learning organization. Brain plasticity is the ability of the brain to change chemically, physically, and functionally based on sensory and other inputs.

Viewpoint based on literature review and author’s own neuroscientific research over the past 30 years.

Gains can be made on standard measures of processing speed, attention, memory, and executive function and those changes generalize to standard measures of mood and affect the real-world activities. Benefits, seen in experiments over the past few years for peak sports performance, are now being applied in the workplace

It is hard to think of any job, where a faster and more accurate brain would not help.

Many learning and development professionals are not yet aware of the health and performance benefits of plasticity-based training. This paper provides summarized evidence of its efficacy for individuals and organizations.

Each of us has an implicit leadership theory, a mental model we are largely unaware of, that represents the skills, traits, and qualities that define effective leaders. Curiously, the peer- reviewed literature has reported almost exclusively on the ideal attributes of leaders, overlooking the axiomatic and taken-for-granted views people have about the activity we colloquially refer to as “leadership.” Some of these beliefs about leadership are so common and accepted as true that challenging them is counterintuitive, yet they can limit organizational effectiveness. In this article, we discuss four common leadership misunderstandings that contribute to the fabric of our self-evident, unexamined common sense view of leadership. Challenging these misconceptions provides the opportunity to create a new paradigm of leadership, one that could enhance organizational performance.

The Croxton + Garry (C+G) Melton Whiting Plant is the largest calcium carbonate production unit within the Croxton + Garry Group, as well as one of the biggest U.K. producer of this type of mineral. It is the second plant to achieve registration to BS 5750: Part 2:1987 and ISO 9002 — 1987, the internationally recognised standards for quality assurance and control.

Today, there is a global need for more effective leaders. The purpose of this paper is to present a model of human development which covers the psychological, physiological, and sociological dimensions of leadership.

The authors review three research studies in which they have investigated the relationships between consciousness, psycho‐physiological integration, and leadership performance using physiological measures, psychological tests, and self‐reports.

These studies support the model that leadership ability is closely related to psycho‐physiological refinement – the authors found that higher integration of the electrical brain activity, more mature moral reasoning, and more frequent peak experiences are found in top performers compared to average performers.

The high frequency of peak experiences among top performers reveals the importance of such gratifying inner experiences for the business community.

The research suggests that practical methods for psycho‐physiological refinement – such as the widely researched Transcendental Meditation technique – can be useful in developing more effective leadership. The brain integration scale presented here may be a reliable objective instrument for assessing an individual's leadership and performance capacity.

A unique contribution of the authors' research is to recognize that integrity – an essential requisite for leadership – has a physiological counterpart in the integration seen in the functioning of the brain through electroencephalography.

Introduces the emerging evidence from the neurosciences and provides an account of how it is causing a learning and development practitioner to re-evaluate understanding of human diversity and therefore diversity management within organizations.

Defines neuroplasticity and identifies four of the key findings before moving on to consider what this suggests about human diversity.

Shows an application of this new knowledge to diversity management as a way of exploring how the concept of collective intelligence could lead to a transformation of this new knowledge into organizational development practices that meet the needs of all people.

Advances the view that if organizations can find a way to connect people, places and ideas in a way that generates a deeper appreciation of the value proposition inherent in human diversity, the business case will make itself.

Recognizes the need for a collective intelligence that has the “potential to liberate us from the social and political hierarchies that have stood in the way of mankind’s advancement”.

Claims that this new science of learning has the potential to create a revelation of personal constructs in a way that leads to a safe revolution in the way we view and appreciate each other.