Research, White Papers and Guides for download
Science and research are at the heart of our work. We want you to have evidence-based information that you can trust 100%. In this section you will find white papers that connect you to the research that underpins all our work.
They are all free. Tell your friends.
The Be SAFE and Certain research paper
This paper draws on psychological theories, such as the belongingness hypothesis and self-determination theory, neuroscientific evidence that primarily highlights the role of the limbic system, and a range of empirical studies.
Additionally, this paper consistently emphasises how the BeSAFE&Certain model can be applied to the context of the workplace, and how an insight into the mechanisms of the social brain can facilitate personal and professional development.
The Neuroscience of Learning research paper
This paper examins the psychological processes and neuroscientific mechanisms that underpin the learning process.
As highlighted by the above research, an individual’s emotions, motivation, and feelings of efficacy and self-control can have a significant impact on their learning outcomes.
In fact, the evidence suggests that this can happen at a behavioural, cognitive, biological, and neurochemical level.
Consequently, it is important that instructors are aware of how different factors can affect learning so that they can effectively support individuals to perform to the best of their ability.
How to manage stress when there is no time
- How the brain’s energy levels are key to stress management.
- Ways to add energy boosters at strategic points in the day.
- Short techniques to stay cool under pressure.
- How stress reactions spread through a team.
- How to protect yourself from other people’s stress reactions.
- How to prepare yourself for potentially heated situations.
How to turn your technical experts into people leaders
When someone is promoted to a team leader position, they might be unclear about what the new role requires. They might assume that their elevated position means they should work on the most critical or risky projects or that they should set some kind of example for the team. Or they might suddenly adopt an overly bossy persona, perhaps mirroring what they had experienced from their own managers in the past. But those are not leadership
behaviours.
Team leaders need to understand that they have broader responsibilities; it’s not about being personally responsible for all the details of all the team’s projects nor is it about telling others what to do all the time.