The brain acts as a complex choreography of cooperating physiological structures and process systems. Many distinct brain systems work together to solve complex problems. Our goal-oriented behavior involves at least two systems. Another network manages cognitive reserve. There is the distinction between left and right brain processing as well as the interactions between emotional and cognitive systems and structures. Surprise and attraction/aversion involve cooperating networks. And it all works together seamlessly for the most part.
Sometimes working seamlessly doesn’t mean working for our best interests. We can distinguish between our reflective (thinking) and reflexive (emotion and reward-seeking) brains. The reflective brain “thinks.” The reflexive brain “reacts.” One continuing aspect of coaching involves managing the reactions of our reflexive brain so that it networks well with its reflective side in ways that support our best interests. This is “coaching Ted” – not always an easy task.
One reason is that some actions and the thinking behind them just plain feel good – even when they prove detrimental to us and our reflective selves know it. A recent example is found in David Zweig’s book on investing, Your Money & your Brain: How the New Science of Neuroeconomics can make you Rich. Zweig finds that “Making money feels good, all right; it just doesn’t feel as good as expecting to make money. In a cruel irony that has enormous implications for financial behavior, your investing brain comes equipped with a biological mechanism that is more aroused when you anticipate a profit than when you actually get one.” Which sets up a physiological basis for greed – the behavior feels better than the result which loops to feed more of the behavior.Overcoming such behavior (and coaching to do so) involves saying “no” in a manner that proves stronger than the good feeling. There are many productive strategies for doing so, ranging from the personal accountability of partners and self-help groups to alternative rewards. At their heart they involve bringing reflexive behaviors under the control of our cognitive selves. And that’s easier said than done.