Do You Have a Happy Brain?

This Is Your Brain on Joy: A Revolutionary Program for Balancing Mood, Restoring Brain Health, and Nurturing Spiritual Growth
by Dr. Earl Henslin & Dr. Daniel Amen

This Is Your Brain On Joy by Dr. Earl Henslin is a cogent appeal for the use of diagnostic "brain imaging" as a foundational step in understanding and treating mental, emotional, and behavioral problems.

In This Is Your Brain On Joy, Dr. Henslin guides readers through a series of questions designed to uncover potential areas of over-functioning and sub-functioning in any of the five "rooms" of the brain. Then, he outlines how behavior, mood, and relationships are affected by improper blood flow to various parts of the brain.

He suggests that certain brain chemistries make joy, contentment, self-control, and other expressions impossible without physical healing of the brain, which he maintains is often possible through a combination of nutrition, exercise, supplements, and in some cases, medication.

Dr. Henslin includes a series of brain photographs throughout the book, providing a poignant and often gripping representation of minds pocked and dented by injuries and chemical imbalances. He goes on to show the physical changes in the same brains after he used SPECT (Single Photon Emission Computed Tomography) imaging to design and implement appropriate therapies. Surprisingly readable, the book is full of touching examples of lives profoundly changed, from hateful, abusive geriatrics to raging, inconsolable little girls.

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Do You Have a Happy Brain?
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Science of the Brain

Your heart, lungs, kidneys and digestive tract keep you alive. But your brain is where you live. The brain is responsible for most of what you care about—language, creativity, imagination, empathy and morality. And it is the repository of all that you feel. The endeavor to discover the biological basis for these complex human experiences has given rise to a relatively new discipline: cognitive neuroscience.

Fear is a good place to start, because it is one of the emotions that cognitive neuroscientists understand well. It is an unpleasant feeling, but necessary to our survival; humans would not have lasted very long in the wilderness without it. Two deep brain structures called the amygdalae manage the important task of learning and remembering what you should be afraid of.

Each amygdala, a cluster of nerve cells named after its almond shape (from the Greek amugdale), sits under its corresponding temporal lobe on either side of the brain. Like a network hub, it coordinates information from several sources. It collects input from the environment, registers emotional significance and—when necessary—mobilizes a proper response. It gets information about the body's response to the environment (for example, heart rate and blood pressure) from the hypothalamus. It communicates with the reasoning areas in the front of the brain. And it connects with the hippocampus, an important memory center.

The fear system is extraordinarily efficient. It is so efficient that you don't need to consciously register what is happening for the brain to kick off a response. If a car swerves into your lane of traffic, you will feel the fear before you understand it. Signals travel between the amygdala and your crisis system before the visual part of your brain has a chance to "see." Organisms with slower responses probably did not get the opportunity to pass their genetic material along.

Fear is contagious because the amygdala helps people not only recognize fear in the faces of others, but also to automatically scan for it. People or animals with damage to the amygdala lose these skills. Not only is the world more dangerous for them, the texture of life is ironed out; the world seems less compelling to them because their "excitement" anatomy is impaired.

Until recently, there was relatively little research showing how the brain processes anger. But that has begun to change. Recent studies indicate that anger may trigger activity in a part of the brain not named as poetically as the amygdala—the dorsal anterior cingulate cortex (abbreviated dACC). Like the amygdala, the dACC's function makes sense, given its connections to areas of the brain involved in recognizing an offense (he just stole my iPod), registering a feeling (I'm angry) and acting on it (I'm going to …). It also links to the reasoning centers in the front part of the brain, as well as memory centers, which play a role in angry rumination or stewing after the fact.

Researchers, however, have been more focused on one of the consequences of anger—aggression—probably because it can be observed through behavior. It's known, for example, that men are overtly more aggressive than women because of differences in male and female hormones. But the brains of men and women are also different, and some of those differences may affect aggression. In the front of the brain, the orbitofrontal cortex is recruited to help make decisions and temper emotional responses. It lights up when people are making judgments. Adrian Raine and colleagues at the University of Southern California note that, on average, men have a lower volume of gray matter (the bodies of nerve cells) in the orbitofrontal cortex than women. According to their analysis, this brain difference accounts for a healthy portion of the gender gap seen in the frequency of antisocial behavior.

Even a neuroscientist can see that murder and mayhem are undesirable. But a neuroscientist can also see why that trait might still be in the gene pool. The gene for sickle cell anemia survived because it provided protection against another disease, malaria. Similarly, aggression is often an advantage. Until recently in historical terms, a readiness to fight and the ability to kill was a way to consolidate control over resources for survival.

Fortunately, diplomats have also evolved. Some of our ancestors who understood that aggression carried risks as well as advantages used their creative human brains to devise better solutions for resolving conflicts. Our predecessors also originated symbolic diversions for aggression, like sports and chess.

The common emotions of sadness and happiness are a problem for researchers. Depression and mania are core areas of study for a neuroscientist. But everyday ups and downs are so broadly defined that researchers have a hard time figuring out what exactly to study.

The authors believe this complicated picture makes sense. The brain regions on their list process conflict, pain, social isolation, memory, reward, attention, body sensations, decision making and emotional displays, all of which can contribute to feeling sad. Sadness triggers also vary—for example, the memory of a personal loss; a friend stressing over a work conflict; seeing a desolate film.

In the brain, happiness is as widely distributed as sadness. In his book "This Is Your Brain on Music," Dr. Daniel Levitin (page 58) notes that music simultaneously enlists many parts of the brain. We listen and respond to sounds and rhythms (auditory, sensory and motor cortex, cerebellum). We interpret (sensory cortex) and reason (prefrontal cortex). Music pulls on memories for experience and emotion (amygdala and hippocampus). If the music is working for you, it is probably triggering the reward system (nucleus accumbens). And if you're playing it, as Dr. Levitin does, you also get to throw satisfaction into the mix.

Empathy is more than being nice. It is the ability to feel what another person feels, and in its most refined form it is the capacity to deeply understand another person's point of view. The brain's empathic powers actually begin with fear detection. Most of us are extraordinarily skilled face readers. We readily act on the emotions communicated to us through facial expression. And the grammar of facial expression, in some instances, is plain. We are masters at telling when a smile is insincere by the absence of wrinkles (called Duchenne lines) around the smiler's eyes. In a spontaneous smile, the corners of the mouth curl up and muscles around the eyes contract. Duchenne lines are almost impossible to fake.

Not surprisingly, love also engages a whole lot of brain. Areas that are deeply involved include the insula, anterior cingulate, hippocampus and nucleus accumbens— in other words, parts of the brain that involve body and emotional perception, memory and reward. There is also an increase in neurotransmitter activity along circuits governing attachment and bonding, as well as reward (there's that word again). And there's scientific evidence that love really is blind; romantic love turns down or shuts off activity in the reasoning part of the brain and the amygdala. In the context of passion, the brain's judgment and fear centers are on leave. Love also shuts down the centers necessary to mentalize or sustain a theory of mind. Lovers stop differentiating you from me.

Temperaments & Strengths of Presidents * Importance Of Leadership

The Importance Of Leadership Development   
Sean Supplee

More and more companies these days are seeking for help from various firms that offer leadership development.

This is because they believe that the trainings that they give would be beneficial not only to their individual employees but for the betterment of the company in general.

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Leadership development is very important for a company because it helps the employees and its leaders to be updated on how to make the company stronger in terms of strengthening its human resources. It is also important because the activities during leadership development reintroduce the employees various concepts that will help them adjust in the company and how to deal with its leaders.


New trends in leadership development training

Article to continue below----------------------------------------------

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As defined, leadership development pertains to activities that aim to enhance the skills of leaders of individuals or those that belong in an organization. It is usually categorized into two that include individual leadership development or collective leadership development. Individual leadership training focuses on the behavior of the leader when it comes to achieving the goals for the company and in interacting with employees.


The collective leadership development on the other hand refers to the entire process of enhancing leadership skills. This involves not only the leader him or herself but also include those that surround that person including the people that he or she works closely with. Here, interpersonal skills, social skills and networking skills are assessed to gauge the effectiveness of the leader.


Before, leadership development is conducted through traditional setting which is formal and more on theories on. These are usually through seminars wherein participants usually sit down the whole day listening to lectures and jotting down notes from Powerpoint presentations prepared by the speakers.


Now, there have been drastic changes when it comes to leadership development because it is less formal and more interactive. Aside from prepared presentations, leadership development these days are more personal because it focuses on the issues that hinder the person from bringing out his or her inner leadership skills.


Successful leadership development training


To ensure the success of leadership development training, an effective program is needed. It should be designed in way that integrates a range of developmental experiences over a given period of time. The program should also include monitoring scheme and gathering of feedback.


In making leadership development training effective, it should also combine experiential classroom style programs and business school style coursework. It should also include reflective journaling, executive coaching, and well as continuous mentoring. It should also involve goal setting that should follow an assessment of key developmental needs. Then, the evaluation of how goals can be achieved after a given period of time.


An effective leadership development training should include not only have the component of experiential learning but should also focus on self efficacy which include the right training and coaching as well as visioning which aims to develop the ability of the leader to formulate a clear image. This image should reflect the aspired future of the organization based on skills of the leader that heads it.

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