Hi Jan - thanks for your comments and insights from the NeuroLeadership summit. The CIPD was one of the lead sponsors for the event and we are building a collaboration with David Rock and colleagues to help share the insights and thinking from this area much more broadly across the HR profession. We got a lot of interest and positive feedback and there is an appetite for more understanding of this field.

I believe we do need to revisit some of what have become accepted practices and processes in HR with a better understanding of the underlying science of human behaviour, learning etc. HR has become too process obsessed and we need to refocus on the foundations - understanding of the person, how we behave, what motivates, how we learn etc. Neuroscience is giving us some new insights and a solid foundation, but should also be balanced with other areas of psychological thinking and research (e.g. positive psychology, behavioural economics, ethics etc). Leadership, learning, performance management are all areas that could really benefit. Whilst there are some advocates and shining lights of examples, design of processes based on real understanding of neuroscience is not yet widespread and I think we can all learn something from it.

Your point about highlighting British neuroscience work was interesting, and I would be very open to connecting with them as well, but need help in identifying. I am aware of a somewhat anti neuroscience movement as well (check out 'Neuro-Bollocks'!) which as you can guess from it's title is British in its basis! I think there main point is you can take it too far - it can't tell you what people are thinking.... hence the need to balance with other disciplines as well. So, let me know who you would rate in this field in the UK. Thanks