The Brain and Unconscious Bias
The Brain, The Unconscious & Decisions
Zurich, 4th December, 2014

Administrative details
Location
: Four Points Sihlcity, Zurich, Switzerland
Date: 4th December 2014
Times: 08:15 - 17:00
Price: CHF 800
Facilitator: Andy Habermacher
Benefits
- Learn about decisions in the brain
- Learn how the unconscious drives decision making
- Understand core decision mistakes
- Identify decision making traps in business
- Counteract weak decision making
- Learn how emotions sway decisions
- Learn what gut feeling is
- Why intuition can be dangerous
- Strategies for better decision making
- Better future planning
- More effective decision making
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Neuroscience & Decisions
Decisions in the Brain

The human brain is the seat of all human decisions, thought and motivation. There could be nothing more important for executives to understand. How the neurons connect to each other and how they form into regions and process information and form our opinions and decisions. Simply presented and explained but replicating the refined beauty and complexity of the brain.

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The brain prioritises information. This gives rise to certain decision distortions that are particularly common in business such as loss aversion and over-confidence.
Each individual unconsciously aims to fulfil their own emotional needs and drives. This gives rise to various common business behaviours such as defensive behaviours (and lack of logic).
The brain ranks information emotionally and then anchors this in the body giving rise to distorted decisions (hot and cold cognition).

The above give rise in business contexts to bad long-term investments, hasty decision making, group think, over-confidence and decisions driven short-term by fear. If no counter measures are taken then we also will fail to learn from past decisions, rank their importance incorrectly and have a dramatic impact on business. The role of the executive is to make good decisions: these are all at the mercy of the brain's foibles and weaknesses.

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Learn how core processes colour all of human thought plus conscious and unconscious action and decision making.
How we integrate thoughts and then rationalise will influence future decision making.
Our executive centres make conscious decisions but have limited resources and are easily swayed.
Learn how the five core emotional needs are wired in the brain and drive all of human motivation and engagement.
Learn how behavioural change will be impacted by the consistency theory model and how behavioural change can truly be anchored.
How we move can also influence how we make decisions: embodied cognition is now standard in science.

Rationally Irrational, Unconscious Bias and Emotions in Decisions

Learning how unconscious decision making leads to "predictably irrational" decisions as Dan Ariely put it. This also leads to unconscious bias which colours all of our decisions day in and day out - this leads to group think, restrictive thinking patterns and diversity issues. Simple practical and applicable to business.

Content:
Rationality / emotions in decision making / motivated reasoning / fear and its impact on decisions / unconscious bias / group think / predicting irrationality

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Registration

Administrative details
Location
: Four Points Sihlcity, Zurich, Switzerland
Date: 18th November 2014
Times: 08:15 - 17:00
Price: CHF 800
Facilitator: Andy Habermacher
Benefits
- Learn about decisions in the brain
- Learn how the unconscious drives decision making
- Understand core decision mistakes
- Identify decision making traps in business
- Counteract weak decision making
- Learn how emotions sway decisions
- Learn what gut feeling is
- Why intuition can be dangerous
- Strategies for better decision making
- Better future planning
- More effective decision making for executives

Recommended reading

Three books that give deeper insights into neuroscience and human behaviour.

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Neuroleadership: A Journey Through the Brain for Business Leaders
Springer, 2012
Ghadiri, Habermacher, Peters
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Predictably Irrational
Harper Perennial, 2010
Dan Ariely
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Thinking Fast and Slow
Farrar, Straus and Giroux, 2010
Daniel Kahneman

Developers /Academic Work

On researching and writing for the book "Neuroleadership" Argang Ghadiri and Prof. Theo Peters drew on the work of Klaus Grawe and neuropsychotherapy. This proved to be a particularly powerful model for explaining human behaviour in business contexts as well as in therapy. This they have hence developed and combined with other psychological theories. Andy habermacher has applied these to his executive coaching practice and led him to apply these to various business making scenarios in the executive floors of bluechip companies.

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Andy Habermacher
- Certified Master Coach
- Founder leading brains
- President Human Brains Foundation
- Author "The Fox Factor"
- Co-Author "Neuroleadership"
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Argang Ghadiri M.Sc.
- Bonn-Rhine-Sieg University of Applied Sciences
- Ph.D. Candidate
- Co-Author "Neuroleadership"
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Professor Dr. Theo Peters
- Bonn-Rhine-Sieg University of Applied Sciences
- Orgnisation and Project Management
- Co-Author "Neuroleadership"