I have been fascinated by the work of Dr. Iain McGilchrist, who discusses the differences between the left and right hemispheres in his two books. His work represents decades of research and challenges the popularized notions of right versus left brains in pop psychology. One of the key concerns he addresses is the prevailing bias in today’s world toward a left hemisphere perspective. .The left hemisphere focuses narrowly on specifics, craves explicitness, and feels discomfort with paradoxes. In contrast, the right hemisphere embraces the broader context, grasps the implicit, comfortably navigates uncertainty, and thrives amidst paradoxes. The right hemisphere engages with an embodied world, which is a living, dynamic system, rather than the objective and concrete system perceived by the left.

In a world that is predictable, fixed, and static, left thinking seems well-suited. However, the human world is dynamic, evolving, and interconnected and needs the right hemisphere’s perspective. From my experience working with individuals and teams, it appears that teams tend to lean toward left thinking, making them ill-equipped to navigate the current BANI world – brittle, anxious, non-linear, and incomprehensible. Left hemisphere thinking is concrete, linear, and inclined towards seeking certainty. Dr. Iain McGilchrist underscores the necessity of both hemispheres for survival, emphasizing the importance of achieving a balance in a world that predominantly favors the left.

In management, there’s a propensity to exert control, impose rules, and focus on fixing things, including people. This often leads to jumping to conclusions and short-term thinking, characteristics of left-brain dominance. While addressing immediate concerns is essential for crisis prevention, it can be counterproductive in building sustainable businesses and teams. Conflicts are often perceived as distractions from goals, prompting swift and logical resolutions. Decision-making tends to be “either” “or” because left hemisphere thinking finds paradoxes uncomfortable. People are seen as a means to an end, typically generating products or services that yield profits for shareholders. 

Teams often mimic this behavior, sidestepping conflicts and concentrating on what they perceive as “real” problems, which are usually technical in nature, aligning with the left hemisphere’s comfort zone. They operate in silos, distancing themselves from stakeholders. A few setbacks can make teams risk-averse, maintaining the status quo.  They may work till burnout and yet, produce very little value. Team members often prioritize immediate tasks and fulfill their roles without aligning with the overall context.

In such a left-centric culture, management may advocate for innovation and agility, yet struggle to realize these ideals. How can we strike a balance between right and left hemisphere thinking in both management and teams?

Dr Iain McGilchrist alludes to the sacred in his solution to bring balance in the current world. The sacred is the inner presence within each of us, reminding us that we are not merely individuals but integral parts of a larger whole. To honor this interconnected whole, we must view one another as interconnected systems. What affects one individual impacts the team, and what affects the team ripples to other stakeholders. Acting in service of the whole, rather than the part, entails making choices and decisions that benefit the entire ecosystem. Disrespecting another is akin to disrespecting our inner presence. In this view, conflict represents the churn, a precursor to new possibilities. A right-brain perspective urges openness and empathy towards this churn, resisting the urge to immediately fix it.

Management should create and foster reflective spaces to explore broken connections within the whole, allowing solutions to emerge. Encouraging experimentation applies to both technical and human challenges. Comfort with failure should be embraced, fostering a culture that knows how to step out of comfort zones through setbacks. In a BANI world, teams and individuals must become antifragile, welcoming setbacks as opportunities for growth and resilience in the face of future market disruptions. 

Understanding that teams are integral parts of complexly interconnected systems, where everything is contextual, is crucial. Embracing paradoxes means recognizing that, to be fast, teams may need to slow down and reflect; to innovate, they may need to fail repeatedly; and to thrive, they must face struggles. Decisions should be grounded in values that create prosperity for all stakeholders rather than profit for a select few shareholders. Practicing conscious leadership entails acting in alignment with the highest good and in honor of the whole, rather than pursuing narrow self-serving interests to enhance personal power and position. 

In our quest for effective teamwork and leadership, Dr. Iain McGilchrist’s wisdom reminds us to balance the left and right hemisphere thinking and recognize our interconnectedness.