Why was Brain-HR established?

We are committed to the critical reflected transfer of science into practice

  • Because we, along with Kurt Lewin, are convinced that there is nothing more practical than a good theory.
  • Because we believe that contact with critical scientific thinking is, nowadays, one of the best ways of stimulating people to think about and reflect upon autonomous actions.
  • Therefore, the freedom of people is one of our definitive guiding values. One of the programmatic texts for us is Immanuel Kant’s “Answer to the Question: What is Enlightenment?” and our central message is "Sapere Aude!” - “Dare to think for yourself".

  • Because we believe that more effective results can be achieved for leaders, college lecturers, personnel developers, trainers, consultants and coaches by applying the findings of brain research to our own areas of responsibility, rather than this only happening externally and exclusively using publications and lectures by brain researchers.
  • Because we have observed that the findings from brain research are repeatedly misused[J2] , and this offers the participants a rather deceptive illusion of control and omnipotence, which they believe is evidence-based. Therefore, they are misguidedly assured that they can act free of doubt and ambivalence.
  • This is why we repeatedly check our seminars, workshops, lectures and consultancy content against an additional, programmatic text. For us, this is the memorandum “Reflexive Neuro-Science” by Felix Tretter and colleagues. So, we have contributed to the training practice ourselves with the title “The Myth of Brain Research” (up-to-date training 06/14).
  • Because we hear from our clients, time and again, that our lectures, seminars and consultancy services help them
    • as leaders, to present change processes in a more human and, therefore, more successful manner

    • to make the training content and methods utilised by trainers more credible for participants and clients, therefore increasing acceptance, opening doors, permitting belief system barriers to be overcome and enabling participants to embrace new experiences.

    • as coach, to explain and present to clients interventions which are more transparent and effective.

    • to develop, as educator and coach, one’s own quality and market positions

    • and finally, because most of our customers have, so far, regarded our joint work to be productive, entertaining and refreshingly human.

The basic philosophy, which helps us to preserve this, is based upon the principle of face to face dialogue (this is the opposite of training in the classical sense). If we begin to philosophise together about the results from science, we can utilise them as models to pick up on things previously unobserved in the workplace and to share these observations by means of dialogue, helping us to create practical courses of action.

Our basic attitude

The picture depicts Anselm Feuerbach‘s painting "Plato’s Symposium". The ambience of this composition provides an insight into the approach, method and atmosphere which you will experience in BRAIN-HR Workshops and other events.

 

1. Cooperative collaboration in a congenial atmosphere

Our cooperative, enjoyable atmosphere encourages discussion, reflection, thinking outside the box, and giving something a try. In our “symposia” the topical menu is rich and we decide together, with a focus on process, what is required and should be put on the table. This eliminates pre-prepared training guidelines with time slots for particular content.

 

2. The Principle of Dialogue instead of “Trainer Truths”

In the translation of science into practice, there are no patent recipes and hardly any simple truths, by which one could easily orientate oneself to do “it” better. Value-added ideas come to us by exchange – by collaboratively interpreting, doubting, recognising, joining together, applying them to the current project, to management training, to the change process which one is accompanying.

 

3. Eros and Humour

Just so there are no misunderstandings: We interpret Eros – in the good platonic sense – as passion and commitment to the cause. Therefore, discussions can occasionally become rather heated and emotional (as they are meaningful for life). Nor do we shy away from addressing issues of anxiety, embarrassment, and blind spots within a sensitive framework, and we can also cope with being challenged. In this way, science is experienced with verve and lively interaction. Thus, the intelligence, and also the joy within the group, becomes greater than its component parts. How these factors promote innovative thinking and sustainable learning (even on the neuro-physiological level), are best discovered by getting in touch with us personally.