Iconoclast: Learning to Think Differently

CREATIVITY and imagination is in the space between revolutions and everyday life. They fuel change and, most of the time, progress. Bringing new thinking to old patterns is the job of the leader. In a sense, leaders are to varying degrees, called to be iconoclasts. Neuroscientist Gregory Berns says that not only is an iconoclast a person who does something that others say can’t be done but their mind functions differently than the average mind. Those functions are perception, fear response and social intelligence.

Because the mind is designed to function as efficiently as possible, it serves as its own barrier to being an iconoclast. (The brain runs on about 40 watts of power. There is partial truth to the myth that you only use 10-15% of your brain. We use all of our brain, but only a fraction of the brain is active at any given time to conserve energy.)

In Iconoclast, Berns explains that “when confronted with information streaming from the eyes, the brain will interpret this information in the quickest and most efficient way possible.” This “efficiency trap” blocks us from seeing alternatives to what we perceive as real; it imposes limitations to what we believe is the only way of seeing something. Iconoclasts don’t allow themselves to fall into the efficiency trap as often as the average person does. “Automatic thinking destroys the creative process.” Berns adds—and the implication is very important—“iconoclasts, either because they were born that way or because they learned how to do it, have found ways to work around the perceptual shortcuts that plague most people.” Thus, we can learn to do this too. Fundamentally, we need to create novel experiences.

Iconoclasm begins with perception….Sometimes a simple change of environment is enough to jog the perceptual system out of familiar categories….Unfamiliarity forces the brain to discard its usual categories of perception and create new ones….When confronted with places never seen before, the brain must create new categories. It is in this process that the brain jumbles around old ideas with new images to create new syntheses.

The iconoclast’s fear response—specifically the fear of uncertainty and the fear of public ridicule—are different than that of the average person. Fear is damaging to creativity in the workplace. “In many people, the brain would rather avoid activating the fear system and just change perception to conform with the social norm.” You can not eradicate the fear response but you can learn to tame it. “Neuroscience is showing how the rational part of the brain can regain control over such toxic emotions like fear.”

The individual who feels overwhelmed by uncertainty or social stresses in the workplace may benefit from taking on projects that have defined endings. Although these may increase in the short term, their completion may actually decrease overall stress.

All of this is well and good, but to be a successful iconoclast, you must be able to sell your ideas to other people. That boils down to social intelligence. “As well-respected, upstanding citizens, connectors form the glue of local society. Iconoclasts, by their very nature, upset this delicate web of connectedness. But iconoclasts need connectors. Without them, the iconoclast stands no chance of achieving success. Sometimes iconoclasts have to create the connectors themselves.” Additionally, it is a challenge to leaders to be able to find ways to connect iconoclasts to others so that their talents and insights can be capitalized on organizationally.

It is extremely rare for one person to have all three qualities of a successful iconoclast. But you can compensate by building a team around you in areas where you aren’t strong. Iconoclast: A Neuroscientist Reveals How to Think Differently is supported by research and persuasive stories. The immediacy of the topic will be helpful not only to individual development but to organizations seeking to bring new thinking to old patterns of thought.

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Posted by Michael McKinney at 12:42 PM
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