rightmind1

TO most people, the term 'right brain' may mean little more than some anatomical detail. Even classic psychology texts often shed little light on it. Yet the right brain concept forms the basis of a leading edge field of human resources training and development that has been successfully implemented by organisations the world over. This branch of corporate training is particularly relevant in today's business arenas when creative thinking and innovation are a definite competitive edge. It is also the pillar upon which rests that Holy Grail of the CEO and his/her round table of executives - peak performance. There is far more to achieving peak performance than simply 'doing one's best'. For it is not some empirically measurable threshold, but a dynamic, holistic state. It is perfectly in line with the objectives of the learning organisation in that it provides for

· optimum productivity and cost effectiveness
· the ability to grow, learn, improve and improvise as and where necessary
· a potential for creativity and innovation not restricted by 'the tried and tested'
· rapid and effective response to market forces and circumstances
· an environment that acknowledges and utilises people's individuality, while providing space and scope for their expression and personal development

One cannot aim for peak performance at macro level before first facilitating it at micro level. Executives of a prominent organisation in Switzerland to whom I was recently conducting a seminar were happy to accept as an analogy one of their country's famed products - the watch. The legendary performance of a Swiss watch is attributable to its components vis-à-vis their high workmanship, durability, reliability and their effectiveness in functioning together with literal clockwork precision. Similarly, the peak performance of a company, be it a global corporation or a small business, begins with its people.

There is one factor that is pivotal to the success of every operation from grass roots level - the mind. From the production line worker assembling a small plastic toy to the executive closing a lucrative export deal, the degree of success or otherwise of a task is ultimately determined by the state of mind of the person performing it. This role of the mind in the pursuit of excellence subdivides itself into two broad factors: the person's attitudes, and the actual modus operandi of thinking processes.

The attitudes one holds about oneself and his/her capabilities are of vital importance in determining performance ability. When negative or disempowering attitudes are present, one is often unaware of them as they may have been subconsciously conditioned from as early as childhood. Even the most outwardly self-confident executive may harbour such introjects which, until dealt with, can persist in their own hidden agenda which results in lowering performance or causing unnecessary stress. These deep-seated issues can be effectively tackled with methods which address the subconscious in some way, an example being Breakthrough. Equally important is a positive outlook towards achieving peak outcomes, an attribute which renowned author Dr. Charles A. Garfield refers to as common to all successful peak performers.

Let us focus on the actual use of the mind and consider the concept of the split brain. This originated during the last few decades following the 25-year research of Roger Sperry and Robert Ornstein, which won them the Nobel Prize in 1981. The notion put forward was that the two brain hemispheres are responsible for distinctly separate functions. Broadly speaking, the left was presented as being the logical part of the brain, and the right as the imaginative and intuitive part. The following is an outline of some interesting differences between the two.

LEFT BRAIN RIGHT BRAIN

Logical - responsible for logic functions such as Imaginative - responsible for imagination, mathematics, computations, logical deductions visualisation and 'open ended' creative thinking.

Analytic - examines things part by part, and rel- Synthetic - arranges the parts to form the ates to small details the whole; can perceive the 'big picture'

Computational - uses sums and computations to Intuitional - uses intuition to sense or get reach estimates a feel of a situation (including hunches)

Sequential - does things one at a time Holistic - can do tasks simultaneously

Factual - deals with details, items, particulars or Visual /visuo-spatial - uses imagery, features of something colours; perceives shape and dimension.

Insular - works within the parameters of the 'Open-ended' - in touch with, and can tap individual's existent data into, virtually unlimited Collective Consciousness