WHAT THIS NETWORK DOES: Seeing patterns everywhere

The Neocortex collects data and seeks out patterns so we can anticipate, create and make decisions. This network is home both to linear logic and non-linear creativity.

​

The Neocortex is relatively young, just 50,000 years old. Every input that reaches the Neocortex must first pass through the Reptilian and Limbic Networks, each of which has been refined by hundred million years of evolution. This is why emotions are often more powerful than reason and logic.

​

Evolutionarily, this makes sense.

​

The Neocortex is very powerful but it hasn’t had time to work out the kinks. The ability to see patterns first allowed us to become better hunters and then to recognize seasons and weather patterns, which allowed us to farm.  

​

But it also leads us to see patterns that aren’t really there, contributing to stereotypes, biases and confabulation: attributing conscious choice to behaviors that have been influenced unconsciously, while we insist our own choices are guided solely by the explanations we conjure.

​

This impacts you as a leader.

​

Individuals and departments who feel safe and respected have more cognitive resources to devote to their neocortex, which makes them better at execution and problem solving. The network compares changes to what is held in your long-term memory and make adjustments.

But as a leader, you must be aware of any missing data so you can tell what is a pattern and what is wishful thinking.

​

KEEP THIS IN MIND WHEN…

​

COACHING:

Once safety and respect have been established, the Neocortex is freed to find patterns, which makes it easier for them to hear feedback based on those patterns.

​

EMPOWERING OTHERS:

The ability to see good and bad patterns puts people in a better position to take accountability for something new because they can tell the difference between expected and unexpected patterns.

​

Leaders create neocortex-friendly environments by using transparency - how does the team stand toward reaching its objectives? how does the individual stand in their role on the team? 

​