So can you give us an example then of making something invisible visible?

Yes.

So, so we have, we're aiming to try and strengthen particular neural conditions in people.

If the environment is not conducive to activating that neural condition, then you won't get the level of performance that you want.

So if we took something like collaboration, many organizations want their people to be collaborative.

I'm giving a keynote to a lovely organization later this week, all about getting collaboration.

And one of the frequent things is that constructive challenge just isn't being done.

What do we need to know about neuroscience and protecting our attention so our brains can really work at their best?

What would you see the evolution of that role looking like? What could somebody do if they were tasked with tackling all of this? How would they do it?

Well, I think there's going to be much wider conversations, as I think there have been for many years.

But do we in this L&D just stay in this narrow lane or do we widen and go broader? I think it could be a natural extension of what's been being done.

You don't have to stop building capability to also start diagnosing the architecture that it's operating inside.

But equally, it may be for ND, it may be for others to adapt their role, or it may be for a new role to come in.

But there's lots of linkages between everything.

I would frame it as a second route to the same destination in terms of having highly capable people sustaining a high level of performance, the traditional route.

So what's the route up, do you think?

You know, what are some of the things that you've discovered about how we can do that and why, you know, creating a plan essentially right from a neuroscience perspective can be helpful for us to do that?

I think we live in a world now where the load is very high.

So the number of chunks of information we are processing every single day is absolutely massive and is so different to what we were processing 100 years ago.

And the brain hasn't dramatically changed from what it was like 100 years ago.

Therefore, what we're asking the brain to do is predictably going to create a state of overwhelm in many people.

So if I were to have 24 jams laid out and six jams laid out, you would gravitate towards my 24 jams and you would peruse them, but you wouldn't make a decision at that jam stall.

you would likely only buy jam if you'd visited my six jam stall.

Can you share with us Some of the insights there in terms of unlocking our full potential and how having an understanding of those terms essentially can be really helpful for you to shape your experience.

Um, and so I, I wondered, you know, in terms of feeling, you know, overwhelmed, um, and trying to kind of go from, particularly in the workspace, from being like overwhelmed to empowered, you know, what are some of the s- things that you've discovered about how we can do that? And why, you know, creating, uh, a plan, uh, essentially, right from a neuroscience perspective can be helpful for us to do that?

Mm, I think we live in a world now where the, the load is very high.

So the number of chunks of information we are processing every single day is absolutely massive and is so different to what we were processing 100 years ago, and the brain hasn't dramatically changed from what it was like 100 years ago.

Therefore, what we're asking the brain to do is predictably going to create a state of overwhelm in many people.

So if I were to have 24 jams laid out and six jams laid out, you would gravitate towards my 24 jams and you would peruse them, but you wouldn't make a decision at that jam stall.

You would likely only buy jam if you'd visited my six jam stall.

And I think in life, we want to try and mimic the six jam stall situation.

Um, can you share with us, um, some of the insights there in terms of unlocking our full potential and how having an understanding of those, uh, terms essentially can be really helpful for you? To shape your experience