Can neuroscience help us redesign our organizations?

For a few years now, all those responsible for designing and carrying out organizational strategies have been aware that something has changed forever.

Using an analogy, in the middle of the last century, organizations could be likened to a diamond, due to their resistance and stability over time. However, over the years, they became increasingly "liquid", as Bauman postulated (Z. Bauman 2015) and, well into the 21st century, they practically became soft drinks. In the field of organizations today, uncertainty is something inevitable. However, Neurosciences can help us face this new reality.

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Companies, faced with an increasingly unstable environment

The current challenges to attract and retain talent, to keep up with innovation, to discover new niches in a globalized market or protect those already conquered in the face of increasingly indefinite challenges have become continuous.

This new context has been called "VUCA"

, a term of military origin and an acronym for Volatile, Uncertain, Complex and Ambiguous (Stiehm & Townsend 2002). Continuing with the analogy, we could say that the environment where organizations currently develop is It resembles more a plasma or, in other words, a highly energetic and totally dissociated.

This being the case, the main need that those responsible for organizations have today is find the optimal way to modify the structure to adapt it to this new scenario and that the organization can survive, or even grow.

And this is where neuroscience can find a new application, beyond helping us develop Artificial Intelligence. Following a transdisciplinary approach, we can say that organizations are very similar to the nervous system of living beings.

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Neuroscientific models applied to organizations

Organizations receive information from the environment (markets, competition, regulations, etc.), process it and decide if it is beneficial or threatening, and respond accordingly, either doing what they already know how to do (production, operations, marketing, distribution or sales) or developing new strategies or products (R+D+i, new markets, exports, alliances, acquisitions). Interestingly, that is exactly what our brain has been doing successfully for millions of years.

This conceptual resemblance, together with the significant advances we have made in the field of neuroscience and in our understanding of the nervous system, can help us a lot in this difficult task that we have identified as priority: restructure our organizations.

To do so, we need to take advantage of all that knowledge that nature has refined throughout the process of evolution, and transfer it to the field of organizations. So, we must identify the functional elements and strategies that make our mind a powerful adaptation tool and replicate them in our organizational designs at different levels and at different scales.

Some of the recently developed high-level neuroscientific models (Garcés & Finkel, 2019) can help us in this task, since they clearly define the different functional elements and the dynamics they give rise to when they interact, making it possible to identify the key factors that affect their operation. Those models can be easily replicated on a small scale, and gradually implemented throughout the organizational structure, allowing us to take advantage of the knowledge that nature itself has already selected as effective.

Bibliographic references:

• Baumman, Z. (2015). Liquid modernity. Fund of Economic Culture. http://bookfi.net/dl/1382252/9882bd.
• Garcés, M., & Finkel, L. (2019). Emotional Theory of Rationality. Frontiers in Integrative Neuroscience, 13. https://doi.org/10.3389/fnint.2019.00011.
• Stiehm, Judith H. and Townsend, Nicholas W. (2002). The U.S. Army War College: Military Education in a Democracy. Temple University Press. p. 6.