Corporate boards are operating in a period defined by persistent uncertainty and volatility. Directors are asked to make consequential decisions under heightened scrutiny yet the information available to guide those decisions is often incomplete, ambiguous, or evolving.
In this context, directors need new ways of thinking about how they—and their boards—make decisions. While board discussions center on core elements of governance, this otherwise sensible focus can neglect a simple truth: every decision in the boardroom is made by a group of individual human beings, each influenced by emotion, bias, and social dynamics. Neuroscience can provide a powerful lens for a better understanding of many of these human factors.
From insight to action—applying neuroscience to boardroom decision-making
The following interventions directly target the brain’s neural mechanisms to restore clarity, composure, and connection under pressure:
Pause—embed reflection into board decisions
Focus—structure board work to sharpen attention
Empathy—cultivate social and emotional intelligence during discussions
Ultimately, decision-making is both a rational and human process. A board that leads with these principles will position itself to govern with greater resilience in a complex world.
Learn more about how these interventions can be tailored to the needs of individual directors, modeled by board leaders, reinforced through full board practices, and supported by executives in the way information and discussions are framed.
The science of boardroom decision-making
Contributor: Michael Platt, PhD, Director, Wharton Neuroscience Initiative; James S. Riepe University Professor of Marketing, Neuroscience, and Psychology
Contributor: Elizabeth Johnson, PhD, Executive Director & Senior Fellow, Wharton Neuroscience Initiative
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