{"id":1713,"date":"2011-03-31T12:35:15","date_gmt":"2011-03-31T12:35:15","guid":{"rendered":"http:\/\/www.artstrategies.org\/tools\/readinglist\/?p=568"},"modified":"2011-03-31T12:35:15","modified_gmt":"2011-03-31T12:35:15","slug":"thats-the-way-we-used-to-do-things-around-here","status":"publish","type":"post","link":"https:\/\/www.artsjournal.com\/fieldnotes\/2011\/03\/thats-the-way-we-used-to-do-things-around-here\/","title":{"rendered":"\u201cThat\u2019s the Way We (Used to) Do Things Around Here\u201d"},"content":{"rendered":"<p>In an interesting <a href=\"http:\/\/www.strategy-business.com\/article\/11109?gko=8928a\">article<\/a> in <em>Strategy + Business, <\/em>the authors explore the cognitive barriers at the individual level to change and suggest a more effective way to work <em>with <\/em>the brain&#8217;s wiring rather than against it. And have no fear: mind control is really not on the menu, it&#8217;s mostly benevolent.<\/p>\n<p><em>With a little knowledge of neuroscience, reframing behavior can be the essence of organizational change&#8230;<\/em><em>New behaviors can be  put in place, but only by reframing attitudes that are so entrenched  that they are almost literally embedded in the physical pathways of  employees\u2019 neurons. These beliefs have been reinforced over the years  through everyday routines and hundreds of workplace conversations. They  all have the same underlying theme: \u201cThat\u2019s the way we do things around  here.\u201d<\/em><\/p>\n<p>(Free, registration required)<\/p>\n<p><a href=\"http:\/\/www.strategy-business.com\/article\/11109?gko=8928a\">\u201cThat\u2019s the Way We Used to Do Things Around Here\u201d<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>In an interesting article in Strategy + Business, the authors explore the cognitive barriers at the individual level to change and suggest a more effective way to work with the brain&#8217;s wiring rather than against it. And have no fear: mind control is really not on the menu, it&#8217;s mostly benevolent. With a little knowledge [&hellip;]<\/p>\n","protected":false},"author":8,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_genesis_hide_title":false,"_genesis_hide_breadcrumbs":false,"_genesis_hide_singular_image":false,"_genesis_hide_footer_widgets":false,"_genesis_custom_body_class":"","_genesis_custom_post_class":"","_genesis_layout":"","footnotes":""},"categories":[136],"tags":[265,54,384,386],"coauthors":[34],"class_list":{"0":"post-1713","1":"post","2":"type-post","3":"status-publish","4":"format-standard","6":"category-reading-list","7":"tag-change-management","8":"tag-neuroscience","9":"tag-organizational-change","10":"tag-organizational-reframing","11":"entry"},"_links":{"self":[{"href":"https:\/\/www.artsjournal.com\/fieldnotes\/wp-json\/wp\/v2\/posts\/1713","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.artsjournal.com\/fieldnotes\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.artsjournal.com\/fieldnotes\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.artsjournal.com\/fieldnotes\/wp-json\/wp\/v2\/users\/8"}],"replies":[{"embeddable":true,"href":"https:\/\/www.artsjournal.com\/fieldnotes\/wp-json\/wp\/v2\/comments?post=1713"}],"version-history":[{"count":0,"href":"https:\/\/www.artsjournal.com\/fieldnotes\/wp-json\/wp\/v2\/posts\/1713\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.artsjournal.com\/fieldnotes\/wp-json\/wp\/v2\/media?parent=1713"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.artsjournal.com\/fieldnotes\/wp-json\/wp\/v2\/categories?post=1713"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.artsjournal.com\/fieldnotes\/wp-json\/wp\/v2\/tags?post=1713"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/www.artsjournal.com\/fieldnotes\/wp-json\/wp\/v2\/coauthors?post=1713"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}