Beyond Knowing Nature – 5 Pathways to Nature Connection

Once again I am reblogging an interesting post by psychologist Miles Richardson on connection with nature and well being.

Particularly interesting is the research finding that factual knowledge does not necessarily correlate with emotional connection with nature. As Richardson writes, “the brain feels before it thinks”, and by focusing too much on how well species can be identified, we can miss the potential of emotional, experiential connection.

Finding Nature

Owing to the benefits to both human and nature’s well-being, and wide spread disconnection, a connection with nature is something many people and organisations are keen to increase. So there is a need to know how best to do this. We’ve already developed specific interventions, such as 3 good things in nature, but our wider framework of effective routes to nature connection has just been published in Plos One. I’m excited about this work is it provides guidance for those seeking to re-connect people with nature, indeed it has been central to much of our recent nature connections work, for example, guiding the type of activities promoted as part of The Wildlife Trusts highly successful 30 Days Wild campaign.

General nature contact and knowledge based activities are often used in an attempt to engage people with nature. However the specific routes to nature connectedness have not been examined…

View original post 893 more words

Leandro Herrero – “The best contribution that Neurosciences can make to Management and Leadership is to leave the room”

A while back I reviewed I Know What You’re Thinking: Brain Imaging and Mental Privacy in the Irish Journal of Psychological Medicine, and discussed a couple of studies which illustrate the dangers of what could best be called neuro-fetishism:

In 2010, Dartmouth University neuroscientist Craig Bennett and his colleagues subjected an experimental subject to functional magnetic resonance imaging. The subject was shown ‘a series of photographs with human individuals in social situations with a specified emotional valence, either socially inclusive or socially exclusive’. The subject was asked to determine which emotion the individual in the photographs were experiencing. The subject was found to have engaged in perspective-taking at p<0.001 level of significance. This is perhaps surprising, as the subject was a dead salmon.

In 2007, Colorado State University’s McCabe and Castel published research indicating that undergraduates, presented with brief articles summarising fictional neuroscience research (and which made claims unsupported by the fictional evidence presented) rated articles that were illustrated by brain imaging as more scientifically credible than those illustrated by bar graphs, a topographical map of brain activation, or no image at all. Taken with the Bennett paper, this illustrates one of the perils of neuroimaging research, especially when it enters the wider media; the social credibility is high, despite the methodological challenges.

I am becoming quite addicted to Leandro Herrero’s Daily Thoughts and here is another. One could not accuse Herrero of pulling his punches here:

I have talked a lot in the past about the Neurobabble Fallacy. I know this makes many people uncomfortable. I have friends and family in the Neuro-something business. There is neuro-marketing, neuro-leadership and neuro-lots-of-things. Some of that stuff is legitimate. For example, understanding how cognitive systems react to signals and applying this to advertising. If you want to call that neuro-marketing, so be it. But beyond those prosaic aims, there is a whole industry of neuro-anything that aggressively attempts to legitimize itself by bringing in pop-neurosciences to dinner every day.

In case anyone doubts his credentials:

Do I have any qualifications to have an opinion on these bridges too far? In my previous professional life I was a clinical psychiatrist with special interest in psychopharmacology. I used to teach that stuff in the University. I then did a few years in R&D in pharmaceuticals. I then left those territories to run our Organizational Architecture company, The Chalfont Project. I have some ideas about brains, and some about leadership and organizations. I insist, let both sides have a good cup of tea together, but when the cup of tea is done, go back to work to your separate offices.

It is ironic that otherwise hard-headed sceptics tend to be transfixed by anything “neuro-” – and Leandro Herrero’s trenchant words are just what the world of neurobabble needs. In these days of occasionally blind celebration of trans-, multi- and poly- disciplinary approaches, the “separate offices” one is bracingly counter-cultural…

#OceanOptimism, powerlessness, hope, and change.

The current BBC Wildlife Magazine has a fascinating article by Elin Kelsey, of the Ocean Optimism Project, on how media-fuelled environmental despair and nihilism ends up demoralising people to the degree that positive action seems impossible. She cites much research on the “finite pool of worry” and the paralysing effect of despair, and the power optimism to reverse this trend. The article isn’t available online, but in the post below from my other blog I highlight relevant passages from a Kelsey piece in Smithsonian Magazine on similar themes.

This article is obviously focused on ecology, but is all too true of our healthcare systems. For similar reasons to those Kelsey ascribes to environmentalists who are wary of being overly focused on good news, frontline workers in the health service naturally tend to focus on what is wrong, what is proving impossible, what needs to change. This is necessary, but can become an overwhelming counsel of nihilism, fostering cynicism and very often helping to entrench negative practices.

This is very relevant to the various themes on valuesmorale, “blame culture”, and possibility of positive change within not only the HSE but any healthcare organisation.

Séamus Sweeney

The current issue of BBC Wildlife Magazinehas a fascinating cover story by Elin Kelseyon hope and optimism versus despair in how we think about they environment. Essentially, much media discourse on the environment tends to be gloomy, doom, and generally despairing. Kelsey cites a wide range of research on how this negativity effects how we think about the environment and our beliefs about what can be done – and therefore what is done – to improve things. The full article is not available online. This article from Smithsonian Magazine is briefer, but captures her idea:

Things are far more resilient than I ever imagined. Me, green sea turtles, coral reefs blown to bits by atomic bombs. In a twist of fate that even surprised scientists, Bikini Atoll, site of one of the world’s biggest nuclear explosions, is now a scuba diver’s paradise. Bikini Atoll located in the Pacific’s…

View original post 985 more words

Leandro Herrero: “A team is not a meeting”


Another wonderful reflection from Leandro Herrero, this time I am being more selective in my quoting…:


One of the most toxic practices in organisational life is equating ‘team’ and ‘team meeting’. You could start a true transformation by simply splitting them as far apart as you can and by switching on the team permanently. In a perfect team, ‘stuff happens’ all the time without the need to meet. Try the disruptive idea ‘Team 365’ to start a small revolution.

In our minds, the idea that teams are something to do with meetings is well embedded. And indeed, teams do meet… But ‘the meeting’ has become synonymous with ‘the team’. Think of the language we often use. If there is an issue or something that requires a decision and this is discussed amongst people who belong to a team, we often hear things such as, “let’s bring it to the team”. In fact, what people mean really is, “let’s bring it to the meeting. Put it on the agenda.” By default, we have progressively concentrated most of the ‘team time’ in ‘meeting time’. The conceptual borders of these two very different things have become blurred. We have created a culture where team equals meetings equals team. And this is disastrous.

As a consequence of the mental model and practice that reads ‘teams = meeting = teams’, the team member merely becomes an event traveller (from a few doors down or another country?). These team travellers bring packaged information, all prepared for the disclosure or discussion at ‘the event’.

Leandro Herrero: “An enlightened top leadership is sometimes a fantastic alibi for a non-enlightened management to do whatever they want”

From Leandro Herrero’s  website, a “Daily Thought” which I am going to take the liberty of quoting in full:

Nothing is more rewarding than having a CEO who says world-changing things in the news, and who produces bold, enlightened and progressive quotes for all admirers to be. That organization is lucky to have one of these. The logic says that all those enlightened statements about trust, empowerment, humanity and purpose, will be percolated down the system, and will inform and shape behaviours in the milfeulle of management layers below.

I take a view, observed many times, that this is wishful thinking. In fact, quite the opposite, I have seen more than once how management below devolves all greatness to the top, happily, whilst ignoring it and playing games in very opposite directions. Having the very good and clever and enlightened people at the top is a relief for them. They don’t have to pretend that they are as well, so they can exercise their ‘practical power’ with more freedom. That enlightened department is covered in the system, and the corporate showcase guaranteed.

The distance between the top and the next layer down may not be great in organizational chart terms, yet the top may not have a clue that there is a behavioural fabric mismatch just a few centimeters down in the organization chat.

I used to think years ago, when I was older, that a front page top notch leader stressing human values provided a safe shelter against inhuman values for his/her organization below. I am not so sure today. In fact, my alarm bell system goes mad when I see too much charismatic, purpose driven, top leadership talk. I simply smell lots of alibis below. And I often find them. After all, there is usually no much room for many Good Cops

Yet, I very much welcome the headline grabbing by powerful business people who stress human values, and purpose, and a quest for a decent world. The alternative would be sad. I don’t want them to stop that. But let’s not fool ourselves about how much of that truly represents their organizations. In many cases it represents them.

I guess it all goes back, again, to the grossly overrated Role Model Power attributed to the leadership of organizations, a relic of traditional thinking, well linked to the Big Man Theory of history. Years of Edelman’s Trust Barometer, never attributing the CEO more than 30% of the trust stock in the organization, have not convinced people that the ‘looking up’ is just a small part of the story. What happens in organizations has a far more powerful ‘looking sideways’ traction: manager to manager, employee to employee. Lots of ritualistic dis-empowering management practices can site very nicely under the umbrella of a high empowerment narrative at the top, and nobody would care much. The top floor music and the music coming from the floor below, and below, are parallel universes.

Traditional management and MBA thinking has told us that if this is the case, the dysfunctionality of the system will force it to break down. My view is the opposite. The system survives nicely under those contradictions. In fact it needs them.


I found this reflection, especially the final three paragraphs, particularly striking. Health care organisations are getting better and better at talking the talk at the highest levels about empowerment and respect and [insert Good Thing here] – but how much that really has an impact on the daily management practices that are the day to day reality of working within that organisation?

I also like the scepticism about Role Model Power of the Big Man (or Woman) on top. Dr Herrero, described on his Twitter as an “organisational architect”, clearly has a healthy view of the reality that underlies much rhetoric. I look forward to the HSE’s Values in Action project which is very much following the lines of his work.

Friendship and Work in Medicine and Healthcare

In 2001, Digby Anderson wrote a short book, Losing Friends, about what he described as the decline of friendship. This New York Times “At Lunch With” pieces ummarises his argument:

”All past civilizations have declined, and Western civilization is about due to go,” he said, gamely piling his plate with assorted meats and salads. ”The death of friendship is one symptom of that.”

He says he believes political extremism has rendered friends powerless to help one another. Liberals’ insistence on equal opportunity and impartiality, he said, has led to ”egalitarian bureaucracy,” a muddling of what had once been smooth-flowing business networks based on friendships. Years ago, he said, friends happily helped one another find jobs; today they shy away, lest they be accused of favoritism.

”Even though it makes sense to hire a friend, or even a friend’s friend, there’s this feeling that you have to give everyone an equal chance,” he said.

The blow from the right, he said, has been a constant emphasis on the family as the ”repository of all virtues” — and, thus, the only institution worthy of trust and time.

”The ancient Greeks had a better idea: they considered their friends to actually be their family,” Dr. Anderson said.

My recollection of the reasons he gives in the book why “it makes sense to hire a friend, or even a friend’s friend”, is because of the special knowledge which friendship gives us about someone’s true nature. A friend – a true friend – is also less likely to screw over their friend… or at least thats the theory. I wonder how strong the evidence is for the counter argument, that hiring friends is somehow bad?

I am not sure how much I buy of Digby Anderson’s overall argument about hiring friends etc, but there is definitely something in his reflections on the decline of friendship.

The official blurb is also interesting:

“One loyal friend is worth 10,000 relatives”, said Euripides. Aristotle thought friendship the best thing in the world. Saint Augustine was devastated by the death of a friend, “All that we had done together was now a grim ordeal without him”. For men as different as Dr Johnson, Coleridge and Cardinal Newman friendship was a great, moral love. For Cicero it was a foundation of social order. For Burke “good men [must] cultivate friendships”. To try to lead a good life on one’s own is arrogant and dangerous. In past ages business thrived on the trust of friends; armies won battles on the loyalty of men to their comrades and people were attracted to and schooled in medicine, law and academe by friendship. This friendship of the past was high friendship, a friendship of pleasure but also of shared moral life.

LOSING FRIENDS contrasts this high friendship with the “pathetic affairs” which pass for friendship today. Friendship is in trouble. An institution once as important as the family, has been “diluted to mere recreation…passing an odd evening together…sharing the odd confidence”. It is being outsted from business through fear of cronyism and squeezed between the demands of work and the increasingly jealous family. Fathers neglect their obligations to their friends at the club or pub to bath their children. Many of us will have no friends in illness, in need or at our funerals. Bewildered letters to agony aunts ask how to make friends. Schools are absurdly introducing classes on how to do so. Our society has no public recognition of friendship and cannot even discuss it articulately. When it does it sentimentalizes it. Modern society is wealthy, healthy and long lived. Aristotle would ask what the point of such a life is if lived without friends.

I have (or had) a copy of the book somewhere. I read it in around 2004. The message did resonate, and since I have seen how social pressures that tend to squeeze out friendship intensity.

Healthcare in general, and medicine in particular, is on one level a fertile ground for friendship. One ends up spending a lot of time with other people engaged in what is  a highly intense, demanding role. It is natural enough for some strong bonds to form, as over the hurried coffees and lunches some small talk is exchanged. There has also been a boozy culture around medicine in the past at least, and while one could make many observations on the role of alcohol as a form of self-medication, there was a social side to all this.

And yet the structure of medical training in particular is not conducive to longer term friendships. One spends three, or six, or at most twelve months in a post as a trainee  doctor. The intense friendships of one rotation are suddenly severed. With the best will in the world, and my sense is the unreal interactions of social media have exacerbated rather than ameliorated this, it is hard to keep up. And when one completes training, the camaraderie of the res room is something that is closed to you.

The factors that Dr Anderson discusses – the suspicion of anything that might hint of favouritism, the dulling bureaucratic managerial discourse of healthcare management, a sort of idolatory of the family now as much a left as right wing feature – are present in medicine too.

How does friendship relate to the issues of morale and a healthy work culture I have blogged about before? The importance of “psychological safety” in team interactions is emphasised in Google’s Project Aristotle as key to successful team interactions. Fostering a sense that teams can communicate openly, without fear of recrimination or embarrassment, sounds to me very much like fostering friendship. Of course, perhaps this is falling into some kind of trap where friendship can be subservient to the interests of an organisation, and indeed denigrating friendship as something that needs to be justified in pragmatic, utilitarian terms.