Iconoclast by Gregory Berns
A Neuroscientist Reveals How to Think Differently

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Synopsis

No organization can survive without iconoclasts -- innovators who single-handedly upturn conventional wisdom and manage to achieve what so many others deem impossible.

Though indispensable, true iconoclasts are few and far between. In Iconoclast, neuroscientist Gregory Berns explains why. He explores the constraints the human brain places on innovative thinking, including fear of failure, the urge to conform, and the tendency to interpret sensory information in familiar ways.

Through vivid accounts of successful innovators ranging from glass artist Dale Chihuly to physicist Richard Feynman to country/rock trio the Dixie Chicks, Berns reveals the inner workings of the iconoclast's mind with remarkable clarity. Each engaging chapter goes on to describe practical actions we can each take to understand and unleash our own potential to think differently -- such as seeking out new environments, novel experiences, and first-time acquaintances.

Packed with engaging stories, science-based insights, potent practices, and examples from a startling array of disciplines, this engaging book will help you understand how iconoclasts think and equip you to begin thinking more like an iconoclast yourself.
 

About Gregory Berns

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Gregory Berns, M.D., Ph.D., is an associate professor of psychiatry and behavioral sciences at Emory University. Profiled twice in the Science section of "The New York Times," Berns and his research have been featured in "Forbes," the "Los Angeles Times," "Nature," "Money," "New Scientist," "Psychology Today," and on CNN, NPR, ABC, and the BBC. He lives in Atlanta, Georgia.
 
Published March 17, 2010 by Harvard Business Review Press. 269 pages
Genres: Business & Economics, Health, Fitness & Dieting, Professional & Technical. Non-fiction

Unrated Critic Reviews for Iconoclast

Examiner

They not only possess “an especially plastic brain that can see things differently,” they also “rewire the brains of a vast number of other people who are not iconoclasts.” Other business thinkers have increased our understanding of what great leaders share in common.

Jul 20 2009 | Read Full Review of Iconoclast: A Neuroscientist ...

Examiner

"For the iconoclast to become an icon," Berns observes, "not only must he possess an especially plastic brain that can see things differently, but he must rewire the brains of a vast number of other people who are not iconoclasts."

Aug 12 2009 | Read Full Review of Iconoclast: A Neuroscientist ...

Examiner

They really don’t know – but Mr. Berns does know, and will explain it to you.) When you’re frustrated by your own inexplicable behavior, it can help to know that you’re not crazy, that this behavior is well-intentioned, and what you can do to get around it.

Dec 08 2010 | Read Full Review of Iconoclast: A Neuroscientist ...

Stanford Social Innovation Review

in your ideas and how to sell those ideas.

| Read Full Review of Iconoclast: A Neuroscientist ...

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